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.
Having a great strategy is only one element in gaining a competitive advantage. Understanding how to manage the resulting change into your company is equally important. These truly practical tools will help experienced leaders looking for ideas to jump start their change initiatives and those starting to build change capability for the first time. In the same way that other landmark books have turned out to be a timeless resource for managers, this book will become the guide for leaders to assess and build change capability in their organizations.