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Established 1967



Managing Organizational Change

Managing Organizational Change

A Practical Toolkit for Leaders

Helen Campbell

£24.99

Managing Organizational Change comprehensively explores the key elements of successful change by outlining the different roles, tasks and functions that a leader has to manage to increase change capability.

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About the book

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.


Table Of Contents

    • Chapter - 00: Introduction: Dear Reader;
    • Chapter - 01: It’s not working!;
    • Chapter - 02: The cycle of change;
    • Chapter - 3.1: Culture to change;
    • Chapter - 3.2: Capacity to change;
    • Chapter - 3.3: Commitment to change;
    • Chapter - 3.4: Capability to change;
    • Chapter - 4.1: Direct the change;
    • Chapter - 4.2: Drive the change;
    • Chapter - 4.3: Deliver the change;
    • Chapter - 4.4: Prepare for the change;
    • Chapter - 4.5: Propagate the change;
    • Chapter - 4.6: Profit from the change;
    • Chapter - 05: What next?


Reviews

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.
Caroline Perkins, President, Change Management Institute

They say a picture paints a thousand words. Well this book has both. It is professional, sophisticated yet practical and easy to follow and understand. Change is about action. Not careless, reckless, thoughtless action but coordinated, well-orchestrated well-led plans. This book will help any leader or aspiring leader become a successful change agent. Helen's book will help ensure you and your team SURVIVE!
Pat Meyer, CEO, ICNet International

Helen's book is one of those rare times that a successful practitioner finds time to share their tips and techniques on how to manage organisational change well. It answers all those nagging doubts - that anyone has who has either initiated or been on the receiving end of change - as to whether there is a better way. It does so clearly, honestly and with that hard-to-find blend of pragmatism and theoretical strength.
Amanda Morgan, General Manager, Financial Services, ASX 100 company

Managing change is the Holy Grail for every organization. The path to successfully managing the benefits is all too often skewed by the people factor. Helen Campbell simplifies the complexity of managing change. Based on her years of experience she provides a practical and easy-to-apply approach and set of tools for tackling organizational change, including its traps of which the most diverse and difficult is the issue of managing the people involved or affected by change, all the while keeping an eye on a successful and profitable project outcome, moving the organisation forward.
Dr Janet V Cole, Ph.D., Principal Lecturer, Field Leader for Computing Studies, Kingston University

This book is a must-read for anyone seeking to avoid the common pitfalls that cause so many organizational changes to fail, as it brings much needed clarity and structure to this subject.
Simon Ewin, Business Director, Chartered IT Professional, Telecommunications Company


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Book Details

  • EAN: 9780749470838
  • Edition: 1
  • Published: 3rd May 2014
  • Paperback
  • Dimensions: 234x156
  • 304 pages

About the Author

Helen Campbell is the co-founder and Global Chief Assessor of the Change Management Institute and Principal Organizational Change Consultant at Catalyst Business Solutions which she founded in 1998. A guest lecturer at University of Sydney, she has led numerous successful and high profile change projects with clients including Ernst & Young, BT Financial Group, British Telecom, Sydney Water, NatWest Bank and Westpac.


Helen Campbell