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Informationen zum Autor Mark Wilcox is a business change expert with over 30 years' experience in some of the world's biggest companies including a Director role at Sony Europe. He currently runs Change Capability Consulting Ltd where he has worked with such clients as Microsoft, British Army and Balfour Beatty. He has contributed to the MBA teaching at Bradford School of Management, Manchester Business School, Warwick Business School, Cranfield Business School and the International Masters in HR leadership at Bocconi Milan. Mark Jenkins enjoyed a 38 year career in the British Army before joining Cranfield University at the Defence Academy of the United Kingdom where he is the lead on the Capability Management MSc. He established Capability Management Consulting in 2011 and since then has advised public sector, commercial and not-for-profit organisations on how Capability Management - an innovative, systems-based approach to organisational development - can help organisations generate and deliver a sustainable competitive advantage. Klappentext Any significant organizational level change initiative is dependent on the engagement of the people working in that organization. Without engagement, change will falter and ultimately fail. Engaging Change goes behind the scenes of change management to help managers, consultants and practitioners understand why some things work and why others don't. Engaging Change addresses current challenges such as how to understand the environmental context driving the need for change; how to initiate and sustain momentum throughout the change programme; how to institutionalize structural and behavioural change; and how to create compelling visions. With case studies from Sony, Nestlé, Redcats (who own La Redoute, for example) and the British Army, the text provides practice-based insights into the realities of leading sustainable change.Includes case studies from notable international companies who have successfully managed sustainable change Zusammenfassung Any significant organizational level change initiative is dependent on the engagement of the people working in that organization. Without engagement! change will falter and ultimately fail. Engaging Change goes behind the scenes of change management to help managers! consultants and practitioners understand why some things work and why others don't. Engaging Change addresses current challenges such as how to understand the environmental context driving the need for change; how to initiate and sustain momentum throughout the change programme; how to institutionalize structural and behavioural change; and how to create compelling visions. With case studies from Sony! Nestlé! Redcats (who own La Redoute! for example) and the British Army! the text provides practice-based insights into the realities of leading sustainable change. Inhaltsverzeichnis Foreword01 Introduction and contextIntroductionThe beginningNot as successful as planned = failure!The alternative to failurePositive changeContextThe elevator pitch for engagementChange: what does it mean?The four key capabilitiesStructureNotes02 LeadershipIntroductionWhat do we mean by leadership and leaders?LeadersAssumptions and conclusions on leadershipTools, techniques and modelsConclusions and reflective questionsNotes03 ExplorationIntroductionLearning to exploreExploration: why you should do itExploration: the processInternal and external factors: possibilities and penaltiesExploration, engagement and peopleExploration: the underpinning psychological principlesTools, techniques and modelsConclusions and reflective questionsNotes04 EnvisioningIntroductionDo we need a vision or envisioning?Practitioner prioritiesStress testing assumptions and ideasStrategic aims: more for less or different and divergentThe envisioning processSense making: what business are we in?Visualization, where we are now and where we want to beSt...
