Big Change. A Route–Map for Corporate Transformation

  • ID: 2217636
  • Book
  • 304 Pages
  • John Wiley and Sons Ltd
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Every year corporations spend billions of dollars in pursuit of change. Some are successful. Many are not. Uniting the perspectives of economics, business management and psychology, and casting a critical eye over the big change efforts of more than 30 organizations worldwide, Paul Taffinder brings together the practical action steps needed for business leaders to develop a strategic and tactical route–map for transforming their firms. He shows that real transformation demands an escalation of constructive conflict to produce and sustain the kind of radical change essential in organizations in a globalizing world. The executive actions to achieve big change across all sectors of business are constructed through detailed examples, international case studies and action lists.

"Excellent...Spending some time reading this book could be one of the best investments you make." Peter Ellwood, Group Chief Executive, Lloyds TSB

"A must for CEOs...A powerful journey providing detailed lessons written in a clear and easy, readable style." Russell Evans, Group General Manager, GA Group

"With his route–map, Paul Taffinder achieves what in many other books remains an empty promise...brilliant insight...inspiring...A real eye–opener." Dr Siegfried Hoenle, Director, Warburg Dillon Read

"Rich with practical lessons, this is a must read for all within organizations who are facing the daunting challenge of riding the many waves of change." Scott G. Isaksen, President of the Creative Problem Solving Group – Buffalo. Former Director and Professor, The Center for Studies in Creativity, The State University of New York

" As we approach the 21st century, this book...delivers fascinating insights into state–of–the–art ′big change′ and as such is essential reading for managers in today′s frenetic business world." John Coleman, Director, The Change Partnership Ltd
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Big Change?: Change to What...?

Big Change –

An Unnatural Act.

The Leadership of Big Change.

Systemic Innovation.

Conflict Escalation.


Conceiving the Future.

Building the Change Agenda.

Delivering Big Change.

Mastering Change.


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Paul Taffinder is a director at Coopers & Lybrand Management Consulting and practices within the firm′s Corporate Transformation Group. Following a Master′s degree and then a PhD in organizational psychology – and what he describes as "a mercifully brief career" in the mining industry – he turned his attention to organizational research and consultancy, becoming passionately interested in the shape of corporations to come and the importance of the socio–psychological driving forces that underlie the world of business. His first book The New Leaders looked specifically at the role of leadership and change, an area in which he has years of in–depth experience consulting internationally. A provocative speaker at international conferences, he is emerging as one of the world′s foremost thinkers on the psychology of organizational change, tenaciously challenging uncritical management orthodoxy and raising the ambition of business leaders. You can E–mail Paul Taffinder at: Paul—A— or you can visit Coopers & Lybrand on the World Wide Web at:
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