Change 2.0: Beyond Organisational Transformation

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Joachim Klewes, Ralf Langen
Springer Science & Business Media, Jan 25, 2008 - Business & Economics - 188 pages
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Joachim Klewes is Senior Partner of Pleon and an associate professor at the Heinrich Heine University Duesseldorf. His over 25 years of expertise include major assignments in the fields of organisational consulting, corporate change and crisis management, as well as corporate communications. He is a founding partner of the opinion research institute com.X and a frequent writer, publisher and speaker.

Ralf Langen is Managing Partner of Pleon Germany and European Head of Pleon’s Change & Transformation Practice. He has been a communications management professional for more than 15 years both on the industry side and as a consultant. He specialises in change management, and crisis and issues management. He is also the founder and chairman of the European Centre for Reputation Studies (ECRS).

Pleon is Europe's leading communications consultancy, creating and implementing strategies for private and public sector organisations around the world. The agency has 33 branded offices with more than 1,000 employees in 16 European countries and associate agencies in ten countries across Europe, the Middle East and Africa. Pleon was recently named "European Consultancy of the Year" by the Holmes Report.

 

"Change before you have to" - the advice by Jack Welch, former CEO of industry giant General Electric, still holds true today. Even more so: organisations permanently have to face change, if they want to succeed economically. No small feat, given the high expectations that employees have in times of transformation towards their management. Staff cannot be entirely left out of the process, anymore. This hard-learned lesson is fairly well understood by now. But how should engagement be designed and carried out? This collection explores the different approaches to employee participation - from a practitioners' perspective. Consultants from Pleon, Europe's leading communications agency, as well as managers and academics share their experience with change communication and offer valuable insights on what engagement - if tackled correctly - can do for organisations: it adds to the internal trust and external reputation.

 

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Contents

Engagement and communication
91
Social software as an engagement tool in change processes
92
Paradigm shift in corporate communication
93
20 Too much effort and 0 results?
94
Social software in change communication
96
Chances and risks of social software in change communication
98
Cultural bridges
99
The importance and use of analyses in change management
103

Twelve success factors in change processes
18
Conclusion
22
Just a trend or is there more to it?
26
High level of change dynamics within the healthcare industry
28
Why are change programmes more in demand today than ever before?
29
The trinity of speed in change
30
A digression concerning the real power of corporate culture
33
Corporate communications as the mediator of change
34
Change communication as a key success factor for change
39
Structural prerequisites for change communication
40
Speed as a basis for change
41
The power of ideas Reputation management and successful change
43
Reputation an acquirable good
45
Laws and regulations
46
An example from the financial sector
47
Conclusion
52
Change management in alliances
55
Building and managing alliances
56
Continuous change
59
Change management in alliances Considering the specifics
60
How to overcome the communication problem
61
How to overcome the competence problem
62
The role of contracts
63
Insight
65
Winning peoples hearts and minds
67
Tools for successful dialogue
68
Town hall meetings Keeping stakeholders in the loop
69
CEO breakfast Forming an alliance
70
Business simulations Practice how to fly before takingoff
71
Engagement throughout
72
Start talking
73
How credible personal communication can make change effective
74
What is the multiplier approach and what is it not?
76
What is the role of multipliers?
77
How much time do multipliers need?
78
How to prepare multipliers?
80
How to integrate multipliers into communication activities?
83
How to measure the success of the multiplier approach?
85
Lessons learned
86
Why engagement matters From command and control to collective learning via social software
87
Engagement in change processes
88
Level of engagement
90
Change controlling
104
Demands on the execution of change controlling
106
Staff and change controlling
107
Areas of application for change controlling
108
Evaluation at staff level
109
Quantitative and qualitative methods
110
Feedback systems
111
The Change Scorecard
112
Improving the prospects of success in change Change Explorer
113
Outlook
114
Inside
117
The German Federal Employment Agencys gradual transition From a bottomless pit for taxpayers money to an efficient service provider
118
The formation of Radeberger Group
127
A brief look back
128
Change in progress
130
Bringing it all together
132
Involvement by communication
133
Conflicts hidden agendas and resistance
135
Challenges at the National Health Service Greater Glasgow and Clyde
137
The complicated nature of organisational life
140
The need for speed
141
Achieving the right balance of internal and external expertise
142
Learning lessons across the publicprivate sector divide
143
Is the change working?
144
Conclusions
145
How to keep a programme office up and running
147
Beyond
157
A matter of trust A journey through the Five Continents of Change Management
159
New schools of thought
161
A metaphorical journey
163
Setting out for new horizons
165
change in a crisis
167
Not doing everything differently but with much more energy
169
Process optimisation as a principle
171
Melting pot of cultures
173
At the end of the journey
175
Talking about change The communications approach
176
A word on tools
177
Godspeed
180
About the authors
182
Index
187
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Page 9 - All of old. Nothing else ever. Ever tried. Ever failed. No matter. Try again. Fail again. Fail better.
Page 2 - Everyone should be dissatisfied with the present situation and should constantly try to improve or change things. It's important to realize that there is always something more we need to aim at. That's what needs to be recognized by every individual. When you're growing you're satisfied with the status quo, and that's no good.

About the author (2008)

Joachim Klewes is Senior Partner of Pleon and an associate professor at the Heinrich Heine University Duesseldorf. His over 25 years of expertise include major assignments in the fields of organisational consulting, corporate change and crisis management, as well as corporate communications. He is a founding partner of the opinion research institute com.X and a frequent writer, publisher and speaker.

Ralf Langen is Managing Partner of Pleon Germany and European Head of Pleon’s Change & Transformation Practice. He has been a communications management professional for more than 15 years both on the industry side and as a consultant. He specialises in change management, and crisis and issues management. He is also the founder and chairman of the European Centre for Reputation Studies (ECRS).

Pleon is Europe's leading communications consultancy, creating and implementing strategies for private and public sector organisations around the world. The agency has 33 branded offices with more than 1,000 employees in 16 European countries and associate agencies in ten countries across Europe, the Middle East and Africa. Pleon was recently named "European Consultancy of the Year" by the Holmes Report and "Best Public Relations Agency" in The 2008 International Business Awards.  

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