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SHORTLISTED: CMI Management Book of the Year Awards 2017 - Management Futures Category Using ground-breaking modelling, Big Change, Best Path brings unique insights to the dynamics and process of organizational change, understanding success and failure, defining and describing the drivers and conditions of change, and the patterns and paths of organizational change. Author Warren Parry from Accenture Strategy shows that a whole new way of managing change is possible, from empirical benchmarking, predictive approaches that highlight the specific actions needed at any point of a change…mehr
SHORTLISTED: CMI Management Book of the Year Awards 2017 - Management Futures Category
Using ground-breaking modelling, Big Change, Best Path brings unique insights to the dynamics and process of organizational change, understanding success and failure, defining and describing the drivers and conditions of change, and the patterns and paths of organizational change. Author Warren Parry from Accenture Strategy shows that a whole new way of managing change is possible, from empirical benchmarking, predictive approaches that highlight the specific actions needed at any point of a change programme, and visualization for senior managers to show how each part of an organization is responding. The author also challenges many of the myths of change management and the dynamics of how organizations respond to change, clearly showing the common pitfalls and misunderstandings.
Big Change, Best Path explains a new, more analytical way and process for driving successful change, and presents a ground-breaking vision for the future of how organizations can become more agile and resilient.
Warren Parry is a managing director in Accenture Strategy with deep expertise helping global clients navigate complex organizational change. Previously, as the founder and CEO of ChangeTrack Research (acquired by Accenture in April 2013) Parry pioneered the development of Change Tracking, a predictive analytics system based on more than 15 years of research which helps organizations navigate and manage large-scale organization change. Change Tracking is used by more than 150 organizations in 50 different industries and 25 countries.
Inhaltsangabe
Foreword by Peter Cheese, Chief Executive, CIPD Acknowledgements 01 Changing how we change Our research: capturing the experiences of 750,000 travellers Moving beyond myths Defining high performance A map and predictable pathways for change The change imperative Full-colour maps Map 1 Change map showing the different regions of change Map 2 Map of the nine 'capital cities' regions 02 Understanding change through maps The research: distilling the wisdom of 750,000 travellers Performance outcomes: business performance and benefits realization Turbulence: taking into account the conditions under which change takes place The 10 managerial drivers of change Benchmarking: showing what actions are needed Looking deeper: what truly drives performance? From data to maps: visualizing the complex interactions of different variables Common pathways: getting from one region to another Mastering the nine dynamics of change Summary for Chapter 2: key insights 03 High Performance: Reaching the highest levels of performance Getting to High Performance High Performance insights The challenges of High Performance Pushing the Limits Achieved with Loss of Heart Cruising, a capital city Common pathways exiting Cruising Getting to the top - and staying there Summary for Chapter 3: key insights 04 Off Track: When everything falls apart Off Track dynamics and misconceptions Different ways to spiral downward Case for Action, a capital city - where the seeds of hope can be found Nurturing the seeds of hope and renewal Leadership - the key for action Common pathways exiting Case for Action Tackling deeper-seated issues Summary for Chapter 4: key insights 05 Unsustainable: When change is at the crossroads Unsustainable insights When change is unsustainable Just Get On with It The right way to rightsize Saying 'goodbye' and 'hello' Unlocking the passion for change Leading by example Common pathways exiting Just Get On with it The importance of emotions Summary for Chapter 5: key insights 06 Struggling under Pressure: When teams falter Struggling under Pressure insights The characteristics and dynamics of Struggling under Pressure Lessons from Mount Everest Organizational disconnects How to increase accountability How to build strong teams The importance of good governance Common pathways exiting Struggling under Pressure Towards the On Track zone Summary for Chapter 6: key insights 07 On Track: Win the war for resources and move out of the middle ground On Track insights Five core dynamics and five capital cities Yes, but: change without the necessary resources Three keys to better resource management Common pathways exiting Yes, but Beyond resource limitations Summary for Chapter 7: key insights 08 In the Dark: Mobilize around the vision In the Dark insights In the Dark - like 'herding cats' Moving into the light Understanding what drives vision and direction Communicating effectively Building strong communities Common pathways exiting In the Dark Embracing the big picture Summary for Chapter 8: key insights 09 Sleepy in Success: Get back in the game Sleepy in Success insights Characteristics of Sleepy in Success Getting the right leaders in the right roles working in the right direction Recruiting the right leaders for difficult situations The role of the team leader in managing 'damage' The importance of trust in team leadership Employee engagement and organizational change Team leaders and accountability Recognizing and rewarding team members Seeing situations clearly Common pathways exiting Sleepy in Success Moving away from complacency Summary for Chapter 9: key insights 10 Building Momentum: When good is not good enough to jump to the next level Building Momentum insights Building momentum for change How business leadership mobilized commitment to change The vital role of business leadership in change initiatives Building business leadership capability The drivers of trust at each level of leadership The leadership trust grid Unlocking the trust dynamic in Building Momentum Common pathways exiting Building Momentum The trust grid and organizational flexibility Summary for Chapter 10: key insights 11 On the Run: Keep it together when the goal is rapid growth On the Run insights On the Run - a lot of change at a fast pace Two organizations, two trajectories The different types and key drivers of change Managing change at a fast pace Knowing where and when to take action Supporting and sustaining high levels of growth Common pathways exiting On the Run Building organizational agility Summary for Chapter 11: key insights 12 Vision for the Future: Changing the way we change Towards the agile organization Change leaders at all levels Building the capacity to continually change Towards a new era References Index
Foreword by Peter Cheese, Chief Executive, CIPD Acknowledgements 01 Changing how we change Our research: capturing the experiences of 750,000 travellers Moving beyond myths Defining high performance A map and predictable pathways for change The change imperative Full-colour maps Map 1 Change map showing the different regions of change Map 2 Map of the nine 'capital cities' regions 02 Understanding change through maps The research: distilling the wisdom of 750,000 travellers Performance outcomes: business performance and benefits realization Turbulence: taking into account the conditions under which change takes place The 10 managerial drivers of change Benchmarking: showing what actions are needed Looking deeper: what truly drives performance? From data to maps: visualizing the complex interactions of different variables Common pathways: getting from one region to another Mastering the nine dynamics of change Summary for Chapter 2: key insights 03 High Performance: Reaching the highest levels of performance Getting to High Performance High Performance insights The challenges of High Performance Pushing the Limits Achieved with Loss of Heart Cruising, a capital city Common pathways exiting Cruising Getting to the top - and staying there Summary for Chapter 3: key insights 04 Off Track: When everything falls apart Off Track dynamics and misconceptions Different ways to spiral downward Case for Action, a capital city - where the seeds of hope can be found Nurturing the seeds of hope and renewal Leadership - the key for action Common pathways exiting Case for Action Tackling deeper-seated issues Summary for Chapter 4: key insights 05 Unsustainable: When change is at the crossroads Unsustainable insights When change is unsustainable Just Get On with It The right way to rightsize Saying 'goodbye' and 'hello' Unlocking the passion for change Leading by example Common pathways exiting Just Get On with it The importance of emotions Summary for Chapter 5: key insights 06 Struggling under Pressure: When teams falter Struggling under Pressure insights The characteristics and dynamics of Struggling under Pressure Lessons from Mount Everest Organizational disconnects How to increase accountability How to build strong teams The importance of good governance Common pathways exiting Struggling under Pressure Towards the On Track zone Summary for Chapter 6: key insights 07 On Track: Win the war for resources and move out of the middle ground On Track insights Five core dynamics and five capital cities Yes, but: change without the necessary resources Three keys to better resource management Common pathways exiting Yes, but Beyond resource limitations Summary for Chapter 7: key insights 08 In the Dark: Mobilize around the vision In the Dark insights In the Dark - like 'herding cats' Moving into the light Understanding what drives vision and direction Communicating effectively Building strong communities Common pathways exiting In the Dark Embracing the big picture Summary for Chapter 8: key insights 09 Sleepy in Success: Get back in the game Sleepy in Success insights Characteristics of Sleepy in Success Getting the right leaders in the right roles working in the right direction Recruiting the right leaders for difficult situations The role of the team leader in managing 'damage' The importance of trust in team leadership Employee engagement and organizational change Team leaders and accountability Recognizing and rewarding team members Seeing situations clearly Common pathways exiting Sleepy in Success Moving away from complacency Summary for Chapter 9: key insights 10 Building Momentum: When good is not good enough to jump to the next level Building Momentum insights Building momentum for change How business leadership mobilized commitment to change The vital role of business leadership in change initiatives Building business leadership capability The drivers of trust at each level of leadership The leadership trust grid Unlocking the trust dynamic in Building Momentum Common pathways exiting Building Momentum The trust grid and organizational flexibility Summary for Chapter 10: key insights 11 On the Run: Keep it together when the goal is rapid growth On the Run insights On the Run - a lot of change at a fast pace Two organizations, two trajectories The different types and key drivers of change Managing change at a fast pace Knowing where and when to take action Supporting and sustaining high levels of growth Common pathways exiting On the Run Building organizational agility Summary for Chapter 11: key insights 12 Vision for the Future: Changing the way we change Towards the agile organization Change leaders at all levels Building the capacity to continually change Towards a new era References Index
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