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

Format:

Book

Author/Creator:

Miller, David, 1951 April 28- author.

Proctor, Audra, author.

Language:

English

Subjects (All):

Organizational change.

Industrial management.

Organizational behavior.

Physical Description:

1 online resource (208 p.)

Place of Publication:

London, England ; Philadelphia, Pennsylvania ; New Delhi, India : Kogan Page, 2016.

Language Note:

English

Summary:

Enterprise Change Management provides a practical roadmap to bridge the gap between what the changes an organization would like to make and their ability to do so.

Contents:

Contents; Acknowledgements; 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; Concluding thoughts; Notes; Part II The five capabilities; 03 Creating the context for successful change

Why creating context for change is so important in driving resultsWhy 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; Note; 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; Concluding thoughts; Notes; 05 Executing single changes; Why organizations require a consistent approach to change

What options organizations have when they decide to utilize a methodologyWhat 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; Concluding thoughts; Notes; 07 Developing resilient people; Introduction; Resilient organizations need resilient people; What makes people resilient?; Identifying and developing resilience; Eight ways to operationalize resilience; Concluding thoughts; Notes

Part III How organizations learn to change08 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; Concluding thoughts; 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; Concluding thoughts; Notes; 10 Implications for key players; Implications for leaders; Implications for change agents; Index

Notes:

Includes index.

Description based on print version record.

ISBN:

9780749473020

0749473029

OCLC:

943710555