Organization Theory and Transformation of Large, Complex Organizations: Donald H. Rumsfeld and the Department of Defense, 2001-2004

In underscoring the importance of change (and potentially transformation) in large U. S. organizations, the risk of failure cannot be over-emphasized. Government agencies can become discredited; similarly, private sector organizations and academic institutions can falter and disappear almost overnight should they ignore, misjudge or poorly execute imperative and substantial change initiatives or processes. One need only think of the almost overnight disappearance of Enron, Arthur Andersen, LLC or even the Soviet Union to recognize that failure to acknowledge the need for transformation, or failure to succeed at transformation, can lead to dissolution or disintegration of even the most prestigious or mammoth of organizations, enterprises or nation-states. Regional and international organizations, such as the North Atlantic Treaty Organization, the United Nations, the International Monetary Fund and the World Bank are also highly vulnerable to the imperatives of transformation. This book tackles the challenges of successfully transforming large, complex organizations and recommends heightened attention to establishing proper governance early.