Big Change at Best Buy: Working Through Hypergrowth to Sustained Excellence – Elizabeth Gibson & Andy Billings

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Exploring the Essential Features of “Big Change at Best Buy: Working Through Hypergrowth to Sustained Excellence – Elizabeth Gibson & Andy “

This book captures the essence of how company-wide and culture-deep transformational change helped propel the company to become the country’s most talked about learning organization, with record-breaking profits and skyrocketing stock prices.

Editorial Reviews
Review
A book you’ll probably find helpful. Tells in vivid detail how the retailer turned itself around despite initial resistance. — Fortune, June 9, 2003

Best Buy has enjoyed an uninterrupted series of enormous successes; that fact makes the book so valuable for organizations. — Business Book Review, February 2004

Brings successful management techniques of a Minnesota corporation to a national audience. — Women’s Business Minnesota, July 2003

Insightful story of a change initiative. Compelling account. Details and clear breakdown of methods make book a fascinating case study. — Soundview Executive Book Summaries, September 2003

Offers some insights into challenges of modern retailing. The adoption of the scorecards to measure progress is very informative. — Quality Management Journal, July-August 2004

Presents compelling picture in absorbing manner. Authors’ views on what is required to sustain change are recommended for every CEO. — Training Magazine, January 2004

Very in-depth, loaded with charts and graphs. Extremely straightforward in its approach. A real handbook of a successful change initiative. — 800-CEO-READ, Jack Covert Selects, April 2003

From the Publisher
Destined to redefine successful change management in corporate America, BIG CHANGE AT BEST BUY offers hard-won lessons and the tools every executive and manager needs–in every business and every industry–to turn management practices and a culture focused on rapid growth into the type of disciplined, customer-centered operation that now drives Best Buy’s success. The first and only book to tell the stunning turnaround story of Best Buy Co., Inc., it gives a play-by-play account of the change initiative itself, with a close-up view of the methods and tools developed to orchestrate the most culturally intense transformation in the history of U.S. business.Endorsed by Ken Weller, Chairman & CEO, The Good Guys; Robert L. Joss, Dean, Graduate School of Business, Stanford University; Thomas C. Healy, President, Best Buy International; Hubert Saint-Onge, CEO, Konverge and Know; Marshall Goldsmith, Forbes Top 5 executive coaches and Wall Street Journal Top 10 executive educators; Patricia Woolcock, Executive Director, The California Strategic Human Resource Partnership; and James Bandrowski, author of Corporate Imagination.

From the Author
Everyone knows how hard it is to change a habit. Multiply that difficulty by 30,000 people and hundreds of habits, and you have an idea of the challenge Best Buy faced. There aren’t any shortcuts to deep change. It’s hard to translate the depth and complexity of humans changing themselves and their work community into a sound bite. The principles get reduced to cliches and trivialized.We developed a unique set of methods and technology for change. The know-how was there (in business and psychology research), but it had never been applied to an organizational challenge. It worked. Our colleagues at Best Buy, with our assistance, were able to change the behavior (and the thinking and feelings) of over 30,000 people, one behavior and one person at a time.

That’s the “intellectual property” side of the story. The other part of the story is that the real heroes are the people on the Best Buy change team and the executives who led the effort and were willing to listen. It takes a strong organization with a lot of courage to open itself up, to take an honest self-inventory, to discuss the “undiscussables,” and to try out new ways of working. Our bet is on Best Buy.

Elizabeth Gibson & Andy Billings

 
From the Inside Flap
Through sheer energy and courage, Best Buy was living on the edge back in 1997. With $5 billion in sales but only $1 million in profits, the company was experiencing plummeting stock prices and corporate executives know soemthing had to change. In an amazing turnaround that took the business and financial worlds by storm, Best Buy transformed itself. Its story of financial rejuvenation and fundamental cultural change has become the undisputed example of how the much-touted principles of the learning organization can be applied to truly produce long-term value.Authored by the consultants who were there every step of the way, BIG CHANGE AT BEST BUY captures the essence of how companywide and culture-deep transformational change helped propel Best Buy to record-breaking profit growth and stock prices that skyrocketed 1000 percent in just three years. Focusing on the three important areas in which change matters most–the head, the heart, and the hands–the authors for the first time showcase the proven methods and tools they used to help Best Buy achieve its phenomenal success, including their own unique Change Scorecard–a powerful new tool for developing behavioral maps to help clearly define what “good” looks like. They also crunch the numbers of change–including Best Buy’s five-year financial highlights–and show why Best Buy is living proof that learning organization principles do improve the bottom line.

About the Author
Elizabeth Gibson and Andy Billings led the consulting team for RHR International that helped Best Buy become the country’s leading learning organization. Gibson recently cofounded KnoWorks, a division of RHR Interantional that specializes in large-scale organizational change, learning, and knowledge management. Coauthor of “A Practical Guide to Knowledge Acquisition,” she has been featured in Fast Company magazine for her work with senior executives. Billings is Vice President of HR and OD for Electronic Arts, the largest global publisher of interactive software, and Chairman of the Board of the California Strategic Human Resources Partnership.

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