Title Page -- Copyright Page -- Table of Contents -- Table of Figures -- Table of Contents -- Preface -- Acknowledgments -- Section I - Culture as the Engine of Value Creation -- 1 Culture Creates Value -- Why Is Culture Underutilized by Leaders? -- Culture Can Be Shaped and Changed -- Culture as Accelerator and Barrier -- How Do You Know When Your Culture Is a Gate or Barrier? -- Culture as Competitive Advantage -- Culture as Prime Mover and "Container of Possibilities" -- The Premise of the Book -- 2 What Is Organizational Culture? -- Organizational Culture as "Social Personality" -- Organizational Culture as Capability -- The Human Capital Capabilities Definition of Organizational Culture -- Conclusions -- Chapter 2 Summary -- 3 Five Critical Success Factors for Culture Change -- Critical Success Factor 1: Define the Level of Urgency and the Reason for Culture Change - Anyone can change, but without a reason-why should they? -- Critical Success Factor 2: Define the "New" and "Legacy" Cultures - Culture change is always a journey-one made possible only when you know where you are starting and ending. -- Critical Success Factor 3: Build a Culture Change Roadmap - Culture change is a big project that requires clarity about who does what, when, and where. -- Critical Success Factor 4: Translate the Vision Culture into Behavioral Competencies and Measurable Events - The journey map from the ten-thousand-foot view is useless when you're on foot. -- Critical Success Factor 5: Model Executive Authenticity - Without authentic executive modeling of expected new behaviors, the culture will not change. -- Chapter 3 Summary -- Section II - Implementing Culture Change -- Role of the CEO in the Culture Change Process -- 4 Setup -- The Four Questions Every CEO Must Answer -- Where Do You Stand When Trying to "Move the Earth" with Your Lever?.

Red-Yellow-Green Levels of Culture Change Urgency -- Condition Green -- Condition Yellow -- Condition Red -- The CEO's Level of Urgency Assessment Tool -- The Unique Task of the CEO: Setting Up the Appropriate Structures for the Level of Urgency and Creating the Compelling Reason -- Level of Urgency Equals Level of Attention -- Chapter 4 Summary -- 5 Launch -- The Shadow Cultures -- Measuring Culture -- The Problem of Subcultures -- The Get Real Tool -- Linking the Vision Culture to Value Creation -- Culture and Company Brand -- Ratification of the Vision Culture: The Delicate Balance Between Involvement and Direction -- Creating the Culture Change Roadmap -- Chapter 5 Summary -- 6 Propagating the Wave -- Best Practice for Change Acceleration and Communication -- Human Capital Levers -- Team Leadership -- Modeling Executive Authenticity -- Chapter 6 Summary -- 7 Celebrating Progress -- Timeframes and the End-to-End Process -- Celebrating Progress -- Chapter 7 Summary -- Section III - Practical Applications -- 8 Three Common Culture Change Scenarios -- Creating the Innovation Culture -- Creating the Discipline or Performance Culture -- Creating the High-Engagement Culture -- Chapter 8 Summary -- 9 Culture Change Leadership Competencies -- What Is the CEO's Role in the Culture Change? -- The Five Critical Success Factors -- A Different Kind of Leader -- The New Human Resources Executive -- Chapter 9 Summary -- Epilogue -- 10 Culture, the Economy, and Survival of the Fittest -- Appendix: Dawson Culture Change Lexicon -- Notes -- Index.