Change 2.0: Beyond Organisational Transformation
Joachim Klewes, Ralf Langen
Springer Science & Business Media, Jan 25, 2008 - Business & Economics - 188 pages
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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Attitude patterns of the affected staff
Engagement and communication
Social software as an engagement tool in change processes
Paradigm shift in corporate communication
20 Too much effort and 0 results?
Social software in change communication
Chances and risks of social software in change communication
The importance and use of analyses in change management
Twelve success factors in change processes
Just a trend or is there more to it?
High level of change dynamics within the healthcare industry
Why are change programmes more in demand today than ever before?
The trinity of speed in change
A digression concerning the real power of corporate culture
Corporate communications as the mediator of change
Change communication as a key success factor for change
Structural prerequisites for change communication
Speed as a basis for change
The power of ideas Reputation management and successful change
Reputation an acquirable good
Laws and regulations
An example from the financial sector
Change management in alliances
Building and managing alliances
Change management in alliances Considering the specifics
How to overcome the communication problem
How to overcome the competence problem
The role of contracts
Winning peoples hearts and minds
Tools for successful dialogue
Town hall meetings Keeping stakeholders in the loop
CEO breakfast Forming an alliance
Business simulations Practice how to fly before takingoff
How credible personal communication can make change effective
What is the multiplier approach and what is it not?
What is the role of multipliers?
How much time do multipliers need?
How to prepare multipliers?
How to integrate multipliers into communication activities?
How to measure the success of the multiplier approach?
Why engagement matters From command and control to collective learning via social software
Engagement in change processes
Level of engagement
Demands on the execution of change controlling
Staff and change controlling
Areas of application for change controlling
Evaluation at staff level
Quantitative and qualitative methods
The Change Scorecard
Improving the prospects of success in change Change Explorer
The German Federal Employment Agencys gradual transition From a bottomless pit for taxpayers money to an efficient service provider
The formation of Radeberger Group
A brief look back
Change in progress
Bringing it all together
Involvement by communication
Conflicts hidden agendas and resistance
Challenges at the National Health Service Greater Glasgow and Clyde
The complicated nature of organisational life
The need for speed
Achieving the right balance of internal and external expertise
Learning lessons across the publicprivate sector divide
Is the change working?
How to keep a programme office up and running
A matter of trust A journey through the Five Continents of Change Management
New schools of thought
A metaphorical journey
Setting out for new horizons
change in a crisis
Not doing everything differently but with much more energy
Process optimisation as a principle
Melting pot of cultures
At the end of the journey
Talking about change The communications approach
A word on tools
About the authors