The End of Change

How your company can sustain growth and innovation while avoiding change fatigue

The End of Change

In The End of Change, Peter Scott-Morgan, author of the best-selling, The Unwritten Rules of the Game, and his colleagues at Arthur D. Little have discovered that Fortune 500 companies are currently spending twice their profits on change initiatives; yet they are only satisfied with half the results. In 2002, the same 500 companies plan to spend almost $1 trillion on change initiatives, and they expect the changes will disrupt almost all of their employees. Pressure for performance has led to more change initiatives, which leads to greater disruption, which exacerbates change fatigue, which makes it harder to change, which increases pressure for performance...and on and on and on.The paradigm shifting answer in The End of Change, based on a six year study of Fortune 500 companies, is: concentrate on maximizing stability within a changing environment -- don't fixate on change. This book explains how by developing the six competencies needed to achieve dynamic stability -- the management stabilizers of strategy, tactics, operations, and the enabling stabilizers of teamwork, quality, and communication-companies can avoid being swamped by the disruption of unending turbulence.

Table of content


  • The pyramid
  • The cube
  • The cylinder
  • The sphere
  • Shock absorbers
  • Bridging and creeping
  • Surging
  • Matching shock absorbers to the structures
  • Your collection of structures
  • Energia
  • Drawing maps
  • Coco


  • Learning about stabilizers
  • Breaking through the thought barrier
  • Sweet dreams
  • The play's the thing
  • It's how you play the game
  • Pattern recognition
  • Navigating in the fog
  • Different tools, different toolboxes
  • Ferrying between thinking and doing
  • Understanding the tactical tools
  • How one telecom used the tools
  • Applying tactical tools to the structures
  • Focusing on the destination
  • Radar screens
  • The war room
  • Adapting to stay on course
  • Rapid response capabiliy
  • Matching tools to structures


  •  Collaborating for stability through individualism
  • Mirror, mirror
  • Managing the marketplace
  • I got rhythm
  • Matching teams' tools to structures
  • Ensuring performance by allowing mistakes
  • Tweet, tweet
  • Prototypes
  • "Yes, Master"
  • Matching tools to toolboxes
  • Applying the power of the word
  • If the suit fits...
  • Crisis!


  • From structure to structure
  • Seagulls in a growing storm


Peter Scott-Morgan, Erik Hoving, Arnoud Van Der Slot , Henk Smit