Change Management Fables - Leadership of Change® Volume 1
Change Management Fables: Ten change management fables about the leadership paradox of implementing organisational change management versus delivering normal day-to-day operations, structured on the ten-step a2B Change Management Framework®.
About the Book: Leaders go about their daily task of implementing the organisation’s strategy to deliver financial results. All of a sudden there is a change explosion that disrupts normal day-to-day operations. This is the leadership paradox: implementing change versus delivering day-to-day operations. Leaders then need to adjust their focus to implement the change, so that the organisation stays ahead of the competition and continues to deliver revenue to its shareholders. That means the change has to ensure a return on investment, full employee change adoption, and sustainable change.
Leadership of Change® Volume 1 represents the author’s experiences throughout his career, it, provides ten practical stories of typical and consistent change management challenges that organisations and leaders experience when implementing organisation change, transitioning their organisation from the current ‘a’ state to the future ‘B’ state. Potential solutions are introduced which are developed in Volumes 2 and 3. This book includes illustrations (colour in Kindle) as well as the a2B Change Management Framework®(a2BCMF®), the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model.
"Leaders go about their daily tasks to implement their organisation’s strategy to deliver financial results. All of a sudden there is a change explosion, disrupting normal day-to-day operations and results"
Contents
List of Figures xii
Acknowledgements xiii
Section 1: The Change Challenge
Chapter 1. The Leadership Paradox
Chapter 2. Change Disruption
Chapter 3. Change Management
Section 2: Change Fables
Chapter 4. Change Definition
4.1 Fish Food Versus Safety Strategy
4.2 Strategy, Change Definition, and Capacity
Chapter 5. Sponsorship and Resources
5.1 New Transformation Programme - New Sponsor
5.2 You Can’t Balance on a Two-Legged Stool
Chapter 6. Assess Previous Change
6.1 Learning from Previous Change
6.2 Go to Vegas and Put It on the Black
Chapter 7. Change Project Plan
7.1 Drafting the Change Project Plan
7.2 A Team’s Project Change Plan Is Not Everyone’s Priority
Chapter 8. Communicate the Change
8.1 The Illusion of Communication
8.2 Criticism for Over Communication is Rare
Chapter 9. Assess Readiness
9.1 Preparing for Enterprise Resource Planning (ERP) Implementation
9.2 Change Readiness Failure Assists Change Failure
Chapter 10. Change Resistance
10.1 Resistance Within the CEO’s Project Team
10.2 Expect Resistance and Get No Surprises
Chapter 11. Develop New Skills and Behaviours
11.1 Skills Development Does Not Deliver Behavioural Change
11.2 No Behavioural Change - No Improvement
Chapter 12. Adoption
12.1 Software Benefits Don’t Ensure Change Adoption
12.2 Change Adoption Needs to Be Considered on Day One
Chapter 13. Sustain and Close
13.1 Sustaining and Closing the Change
13.2 Sustain and Close
Section 3: Potential Solutions
Chapter 14. a2B Change Management Framework®
Chapter 15. a2B AUILM® Employee Change Adoption Model
Chapter 16. a2B5R® Employee Behaviour Change Model
Section 4: Support Information Afterword
About the Author
Other Volumes in this Series
Connect with Me Online
