Change and the Bottom Line
How do you plan organizational change? How good are you at managing change? How do you monitor progress? How can you identify resistance - and deal with it? What concepts and techniques are available to help? These are some of the questions addressed in Alan Warner's latest business novel. He takes the characters already established in his two earlier books - The Bottom Line and Beyond the Bottom Line - and sets them in a new context. Phil Moorley has become CEO of a family firm in the North of England, where his main task is to change its culture so that it can meet the challenges ahead. Once again he enlists the aid of his former mistress Christine Goodhart, now a training consultant. We follow Phil's attempts to create allies and pacify enemies, and we share with him the pains and the triumphs involved. We learn about some of the methods that can be used to bring about change and we see how they work - or fail - when put to the test.
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PM is out of work and hope in the British
PM is interviewed by the Chairman Arthur
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achieve agree Alan Angus Alan's Andrew Kent Arthur behaviours brand business plan CATHARSIS change cycle change process Chapter Christine Christine's Claydon communicate confident course culture customers decide discussion Ernie Taylor feel flipchart Force Field Analysis framework Freddie and Willis George Plant give going Goldratt Grimsby guess Harrogate idea impact involved Jean Julian and Amanda Julian Weatherall key players look management accountant managing change Marie Goodhart marketing Martin Egerton Martin Moss meeting Moorley move Okay organisation structure particularly Personnel Director Peter Cullen Phase Philip PM's position problems question realise relationship resistance to change resistors role Scunthorpe seems skills someone Stephen Young Stocks family strategy style sure surprised talk tell there's things thought told vision walk week Weetflakes Willis and Freddie Willis Stephen Wimbledon wonder Yes Phil