Enterprise change management : how to prepare your organization for continuous change / David Miller, Audra Proctor.

By: Miller, David, 1951 April 28- [author.]
Contributor(s): Proctor, Audra [author.]
Publisher: Philadelphia : Kogan Page, [2016]Edition: 1st EditionDescription: ix, 197 pages : illustrations ; 24 cmContent type: text Media type: unmediated Carrier type: volumeISBN: 9780749473013 (paperback)Subject(s): Organizational change | Industrial management | Organizational behaviorDDC classification: 658.4/06 LOC classification: HD58.8 | .M5265 2016
Contents:
Part I Context and framework -- 01 Compelling case for building change capabilities -- Impact on organizations -- How organizational life changed -- The evolving idea of enterprise change management -- Why readers should continue reading -- Notes 02 Change capability building -- Introduction -- Agility is critical in today's environment -- What is enterprise change management? -- Deploying ECM -- How digital technology can accelerate ECM -- Assessing change maturity -- The highlights -- Notes Part II The five capabilities -- 03 Creating the context for successful change -- Why creating context for change is so important in driving results -- Why a strong context for change is important to organizations -- What constitutes a context for change? -- How do we create and share the context for change? -- Concluding thoughts -- Notes 04 Managing the demand for change -- Introduction -- Wanting it to happen versus making it happen -- Perpetual loading -- Saying no makes things happen -- A prioritization process -- The highlights -- Notes 05 Executing single changes -- Why organizations require a consistent approach to change -- What options organizations have when they decide to utilize a methodology -- What change management content should be in a methodology -- The role of change tools in organizational change -- Concluding thoughts -- Notes 06 Adaptive leadership -- Introduction -- Core leadership -- Adaptive change leadership behaviours -- Highlights -- Notes 07 Hiring resilient people -- Introduction -- Resilient organizations need resilient people -- What makes people resilient? -- Identifying and developing resilience -- Eight ways to operationalize resilience -- The highlights -- Notes -- Part III How organizations learn to change -- 08 Cultures that leverage capabilities -- High-level understanding of organizational culture -- Why culture is important when building change management capabilities -- Organizational lifecycles and their effect on building change capabilities -- Characteristics of cultures that successfully build capabilities -- Potential mitigation strategies if the culture is unsupportive -- Conclusions -- Notes 09 Learning and embedding capabilities effectively -- Making sure people in the organization have the right skills and tools -- Encouraging learning by doing -- Delivering learning 'just-in-time' -- Linking learning to application -- Measuring the effectiveness of learning -- Digital transformation -- Footnote on learning and adapting to change -- Conclusion -- Notes 10 Implications for key players -- Implications for leaders -- Implications for change agents Index.
Summary: "One of the challenges facing organizations is having the ability to bring about the change needed for sustainable competitive advantage in evolving economic and market environments. However, the gap between what organizations would like to deliver and their capabilities to do so, keeps widening. Enterprise Change Management attempts to bridge this gap; chapters cover adaptive leadership, how to execute single changes effectively, how to manage the demand for change, how to hire resilient people, and create the context for successful change. Based on research from over 20,000 people over a nineteen year period by the authors' company, Changefirst, this book helps senior HR, OD, and change professionals diagnose the root causes of the organizational change gap, utilize a framework for enhancing change capability, and raise employee engagement in change"-- Provided by publisher.Summary: "One of the biggest challenges facing organizations today is the ability to deliver the necessary change to sustain competitive advantage and adapt to economic and market environments. However, the gap between what organizations would like to deliver and their capabilities to do so is getting increasingly wider. Enterprise Change Management provides a practical roadmap for bridging this gap to help organizations build the sustainable capabilities to implement a portfolio of changes. Based on research on change performance from over 20,000 people and 320,000 data points over a 19-year period, Enterprise Change Management will help you diagnose the root causes of the organisational change gap, manage demand for change and create the context for successful continuous change in your organization. This book introduces five core capabilities - adaptive leadership; executing single changes effectively; managing the demand for change; hiring resilient people and creating the context for successful change. Frameworks, processes and tools help readers assess change capabilities and then create a strategy to close the change gap and improve performance in their organization"-- Provided by publisher.
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SUBJECT REFERENCE 		658.406 M6132 2016 (Browse shelf) Available CITU-CL-48192
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David Miller is the Chairman and Founder of Changefirst, a global training and consulting organisation which specialises in change management. He has helped organisations successfully implement major change for the last 25 year. Initially as a Senior Executive for American Express and more recently with clients ranging from HSBC, BT, Roche Pharmaceuticals and The Linde Group. A regularly international speaker for industry events, he also contributes frequently to a number of professional publications.



Audra Proctor has over twenty years experience in multi-industry and international change execution. Currently Managing global relationships for Changefirst where she leads continued research and development. She is a regular thought leadership speaker at public and client speaking events.

Includes bibliographical references and index.

Part I Context and framework --
01 Compelling case for building change capabilities --
Impact on organizations --
How organizational life changed --
The evolving idea of enterprise change management --
Why readers should continue reading --
Notes 02 Change capability building --
Introduction --
Agility is critical in today's environment --
What is enterprise change management? --
Deploying ECM --
How digital technology can accelerate ECM --
Assessing change maturity --
The highlights --
Notes Part II The five capabilities --
03 Creating the context for successful change --
Why creating context for change is so important in driving results --
Why a strong context for change is important to organizations --
What constitutes a context for change? --
How do we create and share the context for change? --
Concluding thoughts --
Notes 04 Managing the demand for change --
Introduction --
Wanting it to happen versus making it happen --
Perpetual loading --
Saying no makes things happen --
A prioritization process --
The highlights --
Notes 05 Executing single changes --
Why organizations require a consistent approach to change --
What options organizations have when they decide to utilize a methodology --
What change management content should be in a methodology --
The role of change tools in organizational change --
Concluding thoughts --
Notes 06 Adaptive leadership --
Introduction --
Core leadership --
Adaptive change leadership behaviours --
Highlights --
Notes 07 Hiring resilient people --
Introduction --
Resilient organizations need resilient people --
What makes people resilient? --
Identifying and developing resilience --
Eight ways to operationalize resilience --
The highlights --
Notes --
Part III How organizations learn to change --
08 Cultures that leverage capabilities --
High-level understanding of organizational culture --
Why culture is important when building change management capabilities --
Organizational lifecycles and their effect on building change capabilities --
Characteristics of cultures that successfully build capabilities --
Potential mitigation strategies if the culture is unsupportive --
Conclusions --
Notes 09 Learning and embedding capabilities effectively --
Making sure people in the organization have the right skills and tools --
Encouraging learning by doing --
Delivering learning 'just-in-time' --
Linking learning to application --
Measuring the effectiveness of learning --
Digital transformation --
Footnote on learning and adapting to change --
Conclusion --
Notes 10 Implications for key players --
Implications for leaders --
Implications for change agents Index.

"One of the challenges facing organizations is having the ability to bring about the change needed for sustainable competitive advantage in evolving economic and market environments. However, the gap between what organizations would like to deliver and their capabilities to do so, keeps widening. Enterprise Change Management attempts to bridge this gap; chapters cover adaptive leadership, how to execute single changes effectively, how to manage the demand for change, how to hire resilient people, and create the context for successful change. Based on research from over 20,000 people over a nineteen year period by the authors' company, Changefirst, this book helps senior HR, OD, and change professionals diagnose the root causes of the organizational change gap, utilize a framework for enhancing change capability, and raise employee engagement in change"-- Provided by publisher.

"One of the biggest challenges facing organizations today is the ability to deliver the necessary change to sustain competitive advantage and adapt to economic and market environments. However, the gap between what organizations would like to deliver and their capabilities to do so is getting increasingly wider. Enterprise Change Management provides a practical roadmap for bridging this gap to help organizations build the sustainable capabilities to implement a portfolio of changes. Based on research on change performance from over 20,000 people and 320,000 data points over a 19-year period, Enterprise Change Management will help you diagnose the root causes of the organisational change gap, manage demand for change and create the context for successful continuous change in your organization. This book introduces five core capabilities - adaptive leadership; executing single changes effectively; managing the demand for change; hiring resilient people and creating the context for successful change. Frameworks, processes and tools help readers assess change capabilities and then create a strategy to close the change gap and improve performance in their organization"-- Provided by publisher.

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