World-class Change Management, Business Intelligence’s latest report, 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.
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Additional InformationAll your key questions answered:
- What kinds of leadership skills are needed in an era of continuous change?
- How can we minimise the impact of unexpected events on our organisation?
- What is the most effective way of bringing about behavioural change?
- How should we balance strategic control with corporate agility?
- What qualities do effective change managers possess and how can they be developed?
- How can resistance be overcome?
- How should change management be integrated into performance improvement programmes?
- What role can external consultants play in facilitating change?
- How should change management responsibilities be distributed through the organisation?
- How can we assess the success of our change programme?
- If there’s no end to change, how can we set strategic goals?
- What is resilience and how do you acquire it?
- What are the biggest obstacles to change and how can they be overcome?
- What kind of people should we recruit to weather the storm of change?
- How should working practices and processes be adapted?
- How can we rescue change projects that drift off course?
- How can we avoid cynicism and initiative fatigue?
- What roles do communities of practice and knowledge-sharing play?
- How can we create the corporate culture that supports change most effectively?
- 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 Childrens 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 Hennesy 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
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