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Of organizations that seek strategic change, 70% fail. In Leading Strategic Change,now in paperback, leading consultants J. Stewart Black and Hal B. Gregersen examine the core problem: organizations fail to change because individuals fail to change. Black and Gregersen identify the "brain barriers" that keep strategic change from success--failure to see, failure to move, and failure to finish--and offer a start-to-finish strategy for helping others change how they view their goals and the steps they must take to ...
Of organizations that seek strategic change, 70% fail. In Leading Strategic Change,now in paperback, leading consultants J. Stewart Black and Hal B. Gregersen examine the core problem: organizations fail to change because individuals fail to change. Black and Gregersen identify the "brain barriers" that keep strategic change from success--failure to see, failure to move, and failure to finish--and offer a start-to-finish strategy for helping others change how they view their goals and the steps they must take to achieve them. This book systematically shows you how to implement the single change that makes all the others possible: redirecting individuals' ideas and expectations to be aligned with the new direction of the company.
Chapter 1: The Challenge of Leading Strategic Change 1
Chapter 2: Barrier #1: Failure to See 21
Chapter 3: Solutions and Tools for Breaking through Barrier #1: Helping People See the Need 43
Chapter 4: Barrier #2: Failure to Move 61
Chapter 5: Solutions and Tools for Breaking through Barrier #2: Helping People Make the Move 71
Chapter 6: Barrier #3: Failure to Finish 85
Chapter 7: Solutions and Tools for Breaking through Barrier #3: Helping People Fight through the Finish 99
Chapter 8: Pulling It All Together 111
Chapter 9: Getting Ahead of the Change Curve 143
Few will dispute that we currently face one of the greatest challenges and opportunities in modern history. As we navigate the waters of modern business, we do so at a time when even the most seasoned and experienced executives and companies are reeling from the powerful and somewhat unpredictable winds, tides, and waves of globalization. This churning environment can provide the chance for some to rise to new heights while sending others to the bottom of the sea. For example, we live in a world where a company that didn't even exist when we sent the first edition of this book to the publisher in 2002—Wikipedia—emerged to create three times the content of Encyclopedia Britannica, the original industry creator and benchmark company for more than 250 years.
Thus, it is not into calm waters that we sail, but into a tumultuous sea of opportunity and risk. As we enter this future, government and business executives will face nearly a constant sea of change—changes in technology, society, demographics, competitors, suppliers, and so on. Change of any significance has never been easy, and in the turbulent world of the future we can expect it to be even more challenging. Perhaps this is why between 5070 percent of all strategic change initiatives fail. With such a high average failure rate, the difference between successful companies and executives will largely rest on those who can effectively implement change and those who cannot.
This book is about that process. We start by outlining why most change initiatives fail, and then describe what we can do to avoid common pitfalls and ultimately succeed at leading strategic change. Based onour research and experience, it turns out that the key to successful change is not systems such as information, pay, or communication, but at the core it's people. If you cannot get the people to see the need for change, to make the needed changes, and to follow through, all the time and money spent on information systems, pay systems, communication systems, or new organizational structures is wasted.
This is why we believe this book delivers unique value to executives and managers. Today more than ever before, people are a company's greatest resource, and they are key to sustainable competitive advantage. However, the constantly changing nature of the world means that executives cannot simply set their people off in one direction doing things a certain way and then put their organization on auto-pilot. A new technology, competitor, government regulation, or other innovation can easily make what was right for today incredibly wrong for tomorrow. If executives and managers can more effectively help people see the need for changes, provide the resources to make the changes, and follow up and reinforce the changes, then the people will propel the company forward. If not, the reality of the future will fall far short of the promised vision.
The world stands at one of the greatest moments in history, at the beginning of an upcoming century of breathtaking change. In 100 years, when we look back at the successes and failures, we believe that much of the success and failure will have been determined by those who were—or were not—capable of leading strategic change. We hope in some small way that this book will have been an influence for good in helping executives and managers become better leaders of change at work and in the world.
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Posted August 15, 2006
Good book. Pretty fast read. I got some good insights into the mental processes that employees go through when faced with changing behavior. Good things to ponder.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted July 15, 2002
Really like this book...easy to read, different way of looking at a well-covered topic, keeps your interest. I took away a lot of insights from the book. I've read quite a few books and articles on change and leadership, and this book does not go through the same 'list' of things to do to bring about change with a new set of vocabulary. It gets at the fundamental core of how to even influence/drive the 'list'. So many books just say do this or that (e.g. get buy-in to your vision) to enable change, but they never get at the process an individual goes through during the change (e.g. to individually buy-in) - which is the key to making it happen. There's been a fundamental missing link between management advice and the reality of cognitive psychology. That's one of the big things I like in this book. It makes that link in a pragmatic way. You get a sense of being better armed to attack the drivers, barriers and challenges to leading change.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.