Book contents
- Frontmatter
- Contents
- List of exhibits
- Preface
- Acknowledgments
- Part I An integrative framework for leading strategic and organizational change
- Part II Leading strategic change in actual organizations
- 4 Leading strategic and organizational change at Countrywide Financial Corporation
- 5 Leading change at Starbucks Coffee Company
- 6 Strategic marketing through HR interventions: a case study of Indian Oil Corporation
- 7 The evolution of Stan Tashman and Associates
- 8 Leading strategic and organizational change at IndyMac Bank
- 9 Leading strategic and organizational change at Infogix
- 10 Leading strategic and organizational change: the transformation of structure at Pardee Homes
- 11 Leading strategic and organizational change at Tata Steel: the role of culture
- 12 Leading strategic and organizational change at Westfield: transformation to a global enterprise
- Part III Leading strategic change: lessons learned from practice
- Appendix: References for further reading on leading change
- Index
9 - Leading strategic and organizational change at Infogix
from Part II - Leading strategic change in actual organizations
Published online by Cambridge University Press: 22 September 2009
- Frontmatter
- Contents
- List of exhibits
- Preface
- Acknowledgments
- Part I An integrative framework for leading strategic and organizational change
- Part II Leading strategic change in actual organizations
- 4 Leading strategic and organizational change at Countrywide Financial Corporation
- 5 Leading change at Starbucks Coffee Company
- 6 Strategic marketing through HR interventions: a case study of Indian Oil Corporation
- 7 The evolution of Stan Tashman and Associates
- 8 Leading strategic and organizational change at IndyMac Bank
- 9 Leading strategic and organizational change at Infogix
- 10 Leading strategic and organizational change: the transformation of structure at Pardee Homes
- 11 Leading strategic and organizational change at Tata Steel: the role of culture
- 12 Leading strategic and organizational change at Westfield: transformation to a global enterprise
- Part III Leading strategic change: lessons learned from practice
- Appendix: References for further reading on leading change
- Index
Summary
Introduction
By 1998 Infogix had grown to be a $20 million company with offices in North America and western Europe. The company had completed a decade of sustained growth. During that period the company's founder and leader, Madhavan Nayar, had experimented with a number of conventional and unconventional management ideas.
In 1999 Nayar attended a Forbes Presidents' conference, where he heard one of the authors of this book (Flamholtz) make a presentation about a framework for building successful organizations. The approach made sense to Nayar, and later that year he invited Flamholtz to work with the company and apply the approach described in this book (see chapter 2).
This chapter presents a case study of a company that was simultaneously involved in two different but related types of change: strategic and organizational. The company needed to make the transition from entrepreneurship to professional management, while simultaneously defining a new market space.
The company is Infogix (formerly named Unitech Systems). This case also shows that the changes were supported by a combination of new organizational systems, including strategic planning, “performance optimization” (a version of performance management), and culture management. It shows how these tools were used at Infogix to help make the transition from entrepreneurship to an entrepreneurially oriented professionally managed firm, while simultaneously helping to define a new market space.
Background
Infogix, Inc., provides Information Integrity® software solutions that help major corporations ensure the accuracy, consistency, and reliability of their operational, financial, and management information.
- Type
- Chapter
- Information
- Leading Strategic ChangeBridging Theory and Practice, pp. 155 - 167Publisher: Cambridge University PressPrint publication year: 2008