World-Class Change Management
Business Intelligence [part of Optima Media Group]
World-class Change Management outlines the new rules for managing in an era of continuous change. Making change happen in today’s environment involves mastering co-operation, collaboration, transparency and behavioural change among other disciplines – this Report shows you how to integrate these elements into your change practices.
World-class Change Management will help you to stay on top of change by showing you how to:
-Build resilience into your organisation
-Focus on critical issues and avoid energy dissipation
-Anticipate opportunities to become more competitive
-Create an agile organisation and responsive culture
-Manage in a climate of uncertainty.
By applying the knowledge in this Report – captured in case studies, expert advice, action points and checklists - you will be able to master this key strategic capability and ride the wave of continuous change.
The Report examines in detail how change can be successfully brought about in situations including corporate turnarounds, transformation programmes, mergers and acquisitions, performance improvement initiatives, process re-engineering and many other contexts. Above all, it demonstrates how companies can develop the corporate capability to become more agile, creative and innovative by creating a culture and conditions in the face of uncertainty and unpredictable events.
Chapter 1: The New Change Agenda Defined
Executive Summary
The End of Normality
Change Management: A practice in transition
Creating the Right Conditions for Change
Managing Uncertainty
Redefining Leadership to Lead the New Change Agenda
Dealing with Continuous and Self-reinforcing Change
The Complex Psychology of Turnarounds
Change Management for the Third Millennium
Geared Up for Change
Action Points
Case Study:Outokumpu
Chapter 2: Change Management Tools and Techniques
Executive Summary
What Triggers Change
Corporate re-structuring
Case Report: Reuters
Relocation
Case Report: British Airways
Performance improvement
Case Report: Allied Irish Bank
Mergers or alliances
Case Report: Time Warner AOL
Conclusion: Getting the balance right
Chapter 3: Building a Resilient Organisation
Executive Summary
Transparency
Case Report: Abitibi-Consolidated
Engagement
Case Report: British Airways
Networks: Getting below the surface
Disruptive Deviancy
Case Report: Genentech
Creating a Collaborative Culture
Case Report: Aisin Seiki
Self-generating Transformation & the Move to a Bottom-up Approach
Case Report: Goldman Sachs
Action Points
Chapter 4: Setting Milestones and Measures of Success
Executive Summary
Introduction: Examining the problem
Change and crisis
Four steps to turning around workplace morale
Dealing with a decline in innovation and creativity
The importance of recognition and rewards
Case Report: Time Warner AOL
Implementing the Solution
Action Points
Chapter 5: Change Know-how and Personal Capabilities
Executive Summary
Teaching Change Management
Externally delivered Programmes
Case report: The Children’s Mutual
Uncovering hidden talent
Internally delivered Programmes
Case Report: Reuters
Conclusion
Case Study: Deutsche Bank
Chapter 6: Effective Change Leadership
Executive Summary
Key Change Management Roles
Generating Engagement and Commitment
Imposing Focus and Clarity
How Leaders Combine Roles That Foster Innovation
Setting the Right Milestones
Managing the Pace of Change
Case Study: Phyllis Shelton –NHS Change Architect
Case Study: Moet Hennessey Diageo
Chapter 7: A Roadmap for Managing Continuous Change
Introduction
The Pathway to Effective Change Management
The Inter-dependence of the Right Leadership
Effective Change Management
Ineffective Change Management
-Reuters
-British Airways
-Allied Irish Bank
-Time Warner AOL
-Abitibi
-Genentech
-Aisin Seiki
-Goldman Sachs
-Deutsche Bank
-Phyllis Shelton –NHS Change Architect
-Moet Hennessey Diageo
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