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Informationen zum Autor Helen Campbell is the co-founder and Global Vice President of the Change Management Institute and and is responsible for global Accreditation and Education. She has over 20 years experience in consulting and leadership in the UK and Australia and in addition to being a guest lecturer at University of Sydney, she is frequently invited to speak at conferences and expert panels. Through her company Catalyst Business Solutions Pty Ltd, she has led numerous change projects with clients including Ernst & Young, BT Financial Group, British Telecom, Sydney Water, NatWest Bank and Westpac. Klappentext A critical area of competitive advantage is the ability of organizations to lead rather than follow changes in the market. This means having the ability to roll out the right changes quickly and reliably in a way that delivers a return on investment. Managing Organizational Change brings together all the different roles and functions within an organization that a leader has to manage effectively to ensure successful and sustainable organizational change. Centred around the Cycle of Change Model, it provides a practical yet reflective overview of the four things you have to have (culture, capacity, commitment and capability) and the six things you have to do (direct, drive, deliver, prepare, propagate and profit). It explains which type of resources you need in order to achieve long term change, which tasks, roles and activities need to be in place and crucially, how to lead during a time of great unease. Managing Organizational Change will help you deliver better outcomes, reflect on what your organization needs to do better and ensure change is embedded throughout your organization. Online supporting resources for this book include downloadable appendices to supplement several chapters.Online Resources: downloadable appendices to supplement several chapters Zusammenfassung Increase change capability and achieve long term change with this practical overview. Inhaltsverzeichnis Introduction: Dear Reader 1 It's not working! The project team and the business don't get on Poor change disrupts the business Poor return on investment 2 The cycle of change 3.1 Culture to change Assess your culture Internal cultural forces Culture traps Culture tips 3.2 Capacity to change People Time Money Equipment and physical resources Resource strategy Capacity traps Capacity ideas 3.3 Commitment to change Commitment traps Commitment tips 3.4 Capability to change Organizational change skills Change capability and competitive advantage Capability strategy Capability traps Capability tips 4.1 Direct the change Where are we going? Why are we going there and why now? How will we get there? Direct traps Direct tips 4.2 Drive the change The driver Driving skills and attributes Drive traps Drive ideas 4.3 Deliver the change Project programme and portfolio management Project manager Project team Delivery governance Deliver traps Deliver ideas 4.4 Prepare for the change Preparing your people Preparing your environment Change management Change manager Prepare traps Prepare ideas 4.5 Propagate the change Making new behaviours stick Measuring whether the change has stuck Propagate traps Top 10 ideas for propagating change 4.6 Profit from the change Benefits Predicting success Managing benefits Benefits management process Profit traps Profit ideas 5 What next Appendix 1: Cycle of Change Model mapped to Kotter's eight steps Appendix 2: Cultural assessment Appendix 3: Capacity assessment Appendix 4: Commitment assessment Appendix 5: Capability assessment Appendix 6: Direct elevator pitchAppendix 7: Drive-driver checklist Appendix 8: Delivery...
