Organizational Change Explained: Case Studies on Transformational Change in Organizations [Pehme köide]

  • Formaat: Paperback, 384 pages, kõrgus x laius x paksus: 235x160x20 mm, kaal: 578 g, black & white illustrations
  • Ilmumisaeg: 03-Feb-2017
  • Kirjastus: Kogan Page Ltd
  • ISBN-10: 0749475471
  • ISBN-13: 9780749475475
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  • Formaat: Paperback, 384 pages, kõrgus x laius x paksus: 235x160x20 mm, kaal: 578 g, black & white illustrations
  • Ilmumisaeg: 03-Feb-2017
  • Kirjastus: Kogan Page Ltd
  • ISBN-10: 0749475471
  • ISBN-13: 9780749475475
Teised raamatud teemal:

The best way to learn how to successfully navigate change and transition is to look at practical examples of change management programmes undertaken within a range of organizations; what went well and what didn't work, the tools to use and the pitfalls to avoid. This book enables the change practitioner to improve their own practice with clients and in their own organizations by learning from the stories and insights from other change practitioners. By reading case studies dialogically, that is, reading as if in conversation with the author, the reader can reflect on their own work, respond critically to what others have done, and take away new tools and techniques to apply to their own change management practice.
The book includes a range of case studies from different sectors and different countries to provide a wide range of experience and to offer insights no matter the scale of the change management programme. Each author is an experienced practitioner of change, and will tell the story of change in their client's organization. The editor already has case studies to draw on from Rolls Royce, the NHS and ScienceSoft Inc., an international IT services provider, but will be reaching out to her network to secure a wide range of perspectives.
The book will be organized around central themes in change management and each chapter will begin with an introduction to that theme and to the case study, as well as a conclusion, key learning points, questions for reflection and sources of further reading. The introductions and conclusions will situate the case study within its particular organizational perspective: the size of the organization; the organizational model, e.g. family-owned, limited company, social enterprise; the country, and the industry sector. The themes covered will be those which the editor has identified in her own work as being central to the change conversation and include "why do we need to change?", "how do we help our people to move with us?" and "how do we make change stick?"
The book will be invaluable to anyone tasked with leading or managing change within their teams, projects, departments or divisions whether at local level or across geographic locations, countries and cultures. They may be professionals with proven experience, or they may not have had any previous direct experience of co-ordinating and directing change, and may not have had any training in this.



An edited collection of case studies written by practitioners for practitioners to demonstrate how to successfully work through aspects of organizational change, and deliver sustainable change in organizations regardless of size and industry sector.
About the editors xv
About the contributors xvii
Foreword xxv
Introduction 1(28)
Sarah Coleman
Bob Thomas
Business life trends
2(2)
Organization challenges
4(3)
Future business models
7(1)
The future and organizations
8(1)
Who this book is written for
9(1)
How this book is structured
10(17)
References
27(2)
Part 1: The reality of organizational change-practitioner case studies and insights 29(270)
1 Changing culture through conversation: organizational development in the NHS
31(15)
Kelly Angus
Karen Dumain
Paul Taylor
Introduction
31(1)
Background
32(1)
Culture change
32(1)
Why do we take culture seriously in the NHS?
33(1)
OD practitioners leading culture change
34(8)
Conclusion
42(2)
References
44(2)
2 Sparking change: a world of change in electricity transmission
46(22)
Stephanie McGregor
Introducing OFTO-a spark of change
46(1)
The story before OFTO: the status quo
47(1)
Designing a new industry model
48(11)
Long-term change is created
59(2)
Extending the new market model into other areas
61(1)
The regime continues to evolve
62(1)
Lessons learnt
63(2)
Conclusion
65(1)
References
66(2)
3 The GlaxoSmithKline story: changing the way we change
68(20)
Kevin Holmes
Why did GSK need ADP?
68(1)
What is ADP?
69(5)
How did ADP come about?
74(7)
What is the impact of ADP?
81(3)
Conclusions and key insights from ADP
84(3)
References
87(1)
4 Shaping, scoping and designing a new total operating model
88(16)
Gillian Perry
Introduction
88(1)
Background
88(2)
Project Marlborough
90(4)
Post Project Marlborough reflections
94(1)
The next chapter-Jurisdiction Model 2.0 (JDx 2.0)
95(5)
Summary of the approach to change management
100(1)
Conclusion
101(2)
References
103(1)
5 The brain and adaptive change
104(20)
Paul Brown
Kate Lanz
Introduction
104(1)
Getting a mindset going
104(2)
Relationship and change
106(2)
The emotional brain
108(6)
From brain to mind: how the human mind works
114(3)
In summary, what are the implications for change programmes?
117(1)
Change and the organization
118(2)
And so finally we come to mind
120(1)
Brain-based change in practice
121(1)
Conclusion
122(1)
References
122(2)
6 Working with resistance to change
124(12)
Rod Willis
Anthony Burrows
Sarah Coleman
Introduction
124(1)
Enabling technology, virtual teams and resistance to change
125(3)
Transformation, employee engagement and resistance to change
128(6)
Conclusion
134(1)
References
135(1)
7 Creating the resilient organization
136(18)
Tianne Croshaw
Introduction
136(1)
Introduction to resilience
137(2)
Assessing resilience levels: the six human needs
139(4)
The shadow side of our needs
143(4)
How people respond to change
147(1)
How resilience training can help people embrace change
148(2)
Key roles for organizational resilience programmes
150(1)
Conclusion
151(2)
References
153(1)
8 Leading change in a not-for-profit organization
154(12)
Jacqueline Mitchell
Introduction
154(1)
Clarity of purpose-gaining buy-in
155(3)
Behavioural change programme
158(2)
Making change happen
160(2)
Outcomes
162(1)
Conclusion
163(3)
9 Employee communication and engagement during change: insights from neuroscience
166(16)
Hilary Scarlett
Introduction
166(1)
Insights from neuroscience
167(4)
The role of storytelling in change
171(2)
The role of emotion in communication
173(1)
Sense of purpose
173(1)
Language
174(1)
Visual communication
175(1)
Case study: TUI UK & IRELAND: storytelling, involvement and visual communication
175(2)
Employee engagement during change-SPACES (©Hilary Scarlett)
177(2)
Conclusion
179(1)
References
180(2)
10 Project Carpe Diem: the systematic journey of a multi-locational and multicultural transformational change programme in a large telecoms company
182(17)
Viren Lall
Introduction
182(1)
Background
183(1)
The first problem and the turnaround programme
184(1)
The second problem and the remedial programme
185(8)
The resulting challenges and lessons learnt
193(2)
Project Carpe Diem 2.0
195(2)
Conclusion
197(1)
References
198(1)
11 Operational readiness for change
199(14)
Rod Willis
John McLelland
Kevin Parry
Sarah Coleman
Introduction
199(1)
Getting operations ready for change
200(10)
Getting ready for M&As
210(1)
Conclusion
211(1)
References
212(1)
12 Managing change in Asia and the West: different windows, different views
213(15)
Kevin Parry
Introduction
213(1)
Change management concepts in conflict
214(2)
Chinese business culture in managing change
216(8)
Western business culture in managing change
224(2)
Conclusion
226(1)
References
226(2)
13 Developing change capacity and capability in organizations
228(18)
Robert Cole
Sarah Coleman
Introduction
228(1)
Capacity for change
229(6)
Change roles
235(2)
Change capability
237(7)
Conclusion
244(1)
References
245(1)
14 Risk and organizational change
246(16)
Ruth Murray-Webster
Introduction
246(1)
Change is risky
247(1)
Making investment decisions
248(6)
Protecting previous decisions
254(5)
Conclusion: managing risk during organizational change
259(2)
References
261(1)
15 Embedding and sustaining change
262(19)
Andy Wilkins
Kate Stuart-Cox
Introduction
262(2)
Key #1: Be credible
264(1)
Key #2: Use a flexible framework
265(2)
Key #3: Embrace loose tight
267(4)
Key #4: Develop people whilst developing the business
271(1)
Key #5: Accept that everyone has their own path to high performance
272(1)
Key #6: Build in commitment not compliance
273(3)
Key #7: Learn how to have skillful conversations
276(2)
Conclusion: the seven keys to embedding and sustaining change
278(1)
References
279(2)
16 Change innovation
281(18)
John Pelton
Introduction
281(1)
The Crossrail innovation programme
281(3)
Leadership
284(2)
People and behaviours
286(3)
Resistance
289(1)
Benefits
290(5)
Conclusion
295(2)
References
297(2)
Part 2: The future of organizational change opinion pieces from future thinkers 299(42)
17 Opinion piece 1: the future and change
301(7)
Ira Blake
Introduction
301(1)
Future change landscape
302(3)
Competency to contribution: the changing role of the change manager
305(1)
Closing thoughts
306(1)
References
307(1)
18 Opinion piece 2: leading the agile organization
308(7)
Heather Bewers
Introduction
308(1)
Drivers of change
308(1)
Corporate requirement for agility
309(1)
Changing role of leaders
310(3)
Conclusion
313(1)
References
313(2)
19 Opinion piece 3: the shift from complicated to complex
315(6)
Heather Bewers
Introduction
315(1)
Traditional approach
315(1)
A VUCA world
316(2)
Impact on change management
318(1)
In practice
318(1)
Changing the mindset
319(1)
Conclusion
320(1)
References
320(1)
20 Opinion piece 4: the future and manufacturing
321(8)
David Caddle
Introduction
321(1)
Importance of manufacturing to the economy
321(1)
The future of manufacturing
322(1)
Technology and innovation
323(2)
New market opportunities
325(1)
Highly skilled workforce
325(1)
Sustainability
326(1)
Conclusion
327(1)
References
328(1)
21 Opinion piece 5: the future and local government
329(6)
Peter Glynne
Introduction
329(1)
1 Devolution of power
330(1)
2 More joined-up government
330(1)
3 Further cost pressures and rationalization
331(1)
4 Greater reliance on partnership working and volunteering
331(1)
5 Commercialization of assets
332(1)
6 Making digital change sustainable: 'climbing the maturity curve'
333(1)
Bringing it all together
333(2)
22 Opinion piece 6: the future and healthcare
335(6)
Adi Gaskell
Health changes for an ageing population
335(1)
Smarter homes
336(1)
Bringing the doctor to you
337(1)
Mobile health
337(1)
Pulling this all together
338(1)
Driving change in the UK's National Health Service
338(2)
Conclusion
340(1)
References
340(1)
Index 341
Sarah Coleman is director of Business Evolution. Her clients include multinationals and established medium-sized enterprises across government and industry sectors including telecoms, professional and financial services, engineering and healthcare. Sarah is a Fellow and former Trustee of the Association for Project Management (APM) and Visiting Fellow at Cranfield and Lincoln universities. Bob Thomas is a highly experienced programme, portfolio, PMO delivery manager with a consulting and delivery background in airports, retail, government (central and local), insurance, logistics, health, financial services, transportation and management consulting. Bob also established Change Practitioner Groups for the APM.