In technical terms, “changing the game” refers to making a major organizational transformation or metamorphosis. This might involve changing how business is managed (a managerial transformation) or becoming a very different type of business (a business vision transformation). Stated differently, changing the way a business is managed involves changing the way the game is being played: becoming a different type of business involves changing what game is being played.
The “game” metaphor as well as the notion of “changing the game” is powerful concepts to help senior manager and the organizations they lead understand and cope with the most complex challenge they face in the new millennium.
This book introduces and explains the concept of organizational transformation, and identifies three different “games” or types of transformations. This book include a number of examples and case studies of organizations that have been successful or unsuccessful in managing the three major kinds of organizational transformations. It gets us to think differently, and hopefully, better about a crucial issue that all business leader face: building a company successfully and managing transformations which are required as it grows.