Buku Managing Transitions by William Bridges & Susan Bridges
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Buku Managing Transitions by William Bridges & Susan Bridges

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Managing Transitions by William Bridges & Susan Bridges

Author:William Bridges & Susan Bridges

Language: eng

Format: azw3

ISBN: 9781473664500

Publisher: Hodder & Stoughton

Published: 2011-01-11T05:00:00+00:00

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Managing Transitions by William Bridges & Susan Bridges

4. Making It

This is the point when the organization’s “adulthood” begins. From this point on, the organization has what it needs to be a significant factor in its market. An organization that is successfully Making It can expand and grow more complex for a very long time without ever leaving this stage. But this is the point at which it begins to reap the rewards of its successful early development in the form of financial success, workforce growth, an expanding product line, and an increasing reputation for whatever it does. It may face serious (even daunting) competition, but it is now established in its market. It has a solid foothold and the basis for continuing expansion. There can be many subchapters to this time in the organization’s life, as growth may lead to problems, which necessitate changes, which lead to further growth. But through it all, the organization’s fundamental nature continues.

Or it continues until the kinds of successes that it achieves begin to seem less attractive for its leaders than does the intangible “institutional” quality that some of its older competitors or the famous organizations in other fields have. People start to feel that these other, more mature organizations have “something that we don’t.” They have more significance, more importance, and more class. Often this feeling of lack gets attached to tangible things: “An organization of our importance needs a headquarters building that represents the company image, access to a leased jet . . . or a logo with a more ‘innovative’ look.”3 This dissatisfaction is not like the earlier signals that it was time to move to the next phase. That is, it does not signify that the old way has reached the limit of its usefulness or that it’s no longer working. The dissatisfaction is more a matter of style than of substance, but it is no less compelling for that. It is a feeling that it is time for the organization to take its place as not just a successful organization in its field but as a company that cannot be ignored—as an Institution.

 

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Managing Transitions by William Bridges & Susan Bridges

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Managing Transitions by William Bridges & Susan Bridges

Author:William Bridges & Susan Bridges , Date: June 11, 2019

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Author:William Bridges & Susan Bridges

Language: eng

Format: azw3

ISBN: 9781473664500

Publisher: Hodder & Stoughton

Published: 2011-01-11T05:00:00+00:00
4. Making It

This is the point when the organization’s “adulthood” begins. From this point on, the organization has what it needs to be a significant factor in its market. An organization that is successfully Making It can expand and grow more complex for a very long time without ever leaving this stage. But this is the point at which it begins to reap the rewards of its successful early development in the form of financial success, workforce growth, an expanding product line, and an increasing reputation for whatever it does. It may face serious (even daunting) competition, but it is now established in its market. It has a solid foothold and the basis for continuing expansion. There can be many subchapters to this time in the organization’s life, as growth may lead to problems, which necessitate changes, which lead to further growth. But through it all, the organization’s fundamental nature continues.

Or it continues until the kinds of successes that it achieves begin to seem less attractive for its leaders than does the intangible “institutional” quality that some of its older competitors or the famous organizations in other fields have. People start to feel that these other, more mature organizations have “something that we don’t.” They have more significance, more importance, and more class. Often this feeling of lack gets attached to tangible things: “An organization of our importance needs a headquarters building that represents the company image, access to a leased jet . . . or a logo with a more ‘innovative’ look.”3 This dissatisfaction is not like the earlier signals that it was time to move to the next phase. That is, it does not signify that the old way has reached the limit of its usefulness or that it’s no longer working. The dissatisfaction is more a matter of style than of substance, but it is no less compelling for that. It is a feeling that it is time for the organization to take its place as not just a successful organization in its field but as a company that cannot be ignored—as an Institution.

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