Making Change Happen on Time, on Target, on Budget

Front Cover
Davies-Black Publishing, 2005 - Business & Economics - 177 pages
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In every organization, there are hundreds of changes that could be made to increase efficiencies, gain market share, or improve profitability. But focus on the wrong change - no matter how expertly it is executed - can be organizational suicide: missed opportunities, lost momentum, damaged credibility, and squandered resources. Making Change Happen On Time, On Target, On Budget goes right to the heart of what it takes to thoroughly analyze the change needed, articulate a compelling 'business case for change' story, choose an approach that best fits the work culture, and take action to move employees from compliance to commitment. Confronting head-on the prevailing notion that 'one-size-fits-all, ' Matejka and Murphy show clearly how each type of change initiative - continuous improvements to strategic redirections - requires varying styles of leadership, unique communication plans, different levels of staff involvement, and any number of other implementation strategies to overcome roadblocks and ensure successful completion. - including a Tracking Map that summarizes the book's key learnings and a Tracking Planner to reuse for each change launched - this power-packed toolkit digs deep into the details of the authors' 6-step change process to show how every leader, manager, and positive change agent can make the right change at the right time with the right leadership
 

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Contents

The Change Paradox
9
A Blueprint for Implementation
11
Examine the External Pressures Driving Change
19
External Drivers of Change
23
ACTION TOOL EXERCISES
27
External Drivers of Change Survey
28
Determining the Impact of External Factors
30
Achieving Competitive Advantage
31
Change Characteristics and Supportive Practices
81
Name That Change
82
Respect the Power of Organizational Culture
85
Cultural Characteristics That Support Competitive Advantage
90
Assessing Work Culture Consistency
91
Key Implementation Strategies
100
Resistance Caused by Perceived Threats
102
Resistance Caused by Fears
103

Business Strategy Exercise
39
Determining the Impact of Business Strategy
40
Identify the Internal Fitness Requirements
43
Internal Fitness Requirements
45
Internal Fitness Survey
50
Determining the Impact of Internal Fitness
53
Sources of Organizational Change
55
Communicate a Compelling Change Story
57
Articulating and Communicating a Compelling Change Story
67
Reviewing Your Change Story
68
Anticipate Implementation Issues
71
Types of Change Examples and Issues
80
Resistance Caused by Conflicts
104
Resistance Caused by Distrust
105
Planning for Individual Resistance
107
Learning from Layoffs
113
Choose the Right Sponsor for the Change
115
Competency Requirements for Sponsors
119
The Path to Failure
123
Tear Down Those Silos
129
Practice the Art and Science
147
The Art and Science of Leading Change
148
Notes
167
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