Team for Change: A Practitioner's Guide to Implementing Change in the Modern Workplace addresses the problems and multiple complexities of change process, focusing on the most intractable and unpredictable aspect of change: the human aspect.
Explains the global changes confronting business leaders. This book includes strategies for managing major change, creating an organizational culture conducive to change, and leading change effectively. It contains tools that managers need to get a handle on the change management strategies and ensure the success of their business improvement.
Transform your organization with speed and efficiency using this insightful new resource Incremental improvement is no longer sufficient in helping organizations navigate the complexity, uncertainty and volatility of today's world. In Change: How Organizations Achieve Hard-to-Imagine Results in Uncertain and Volatile Times, authors John P. Kotter, Vanessa Akhtar, and Gaurav Gupta explore how to create non-linear, dramatic change in your organization. You'll discover the emerging science of change that teaches us about how to build organizations – from businesses to governments – that change and adapt rapidly. In Change you'll discover: Why the ability of organizations to deal with threats and take advantage of opportunities in the face of ever greater complexity and uncertainty is being severely challenged In-depth, evidence-based, actionable solutions for dealing with institutional resistance to change Case studies and success stories that describe organizations who have successfully built the ability to change quickly into their DNA A universal approach for how to dramatically improve outcomes from various change efforts, including: strategy execution, digital transformation, restructuring, and more Perfect for managers, executives, and leaders at companies of all types and sizes, Change will also prove to be a valuable asset to other professionals who serve these organizations. This book is for anyone seeking a proven approach for delivering fast, sustainable and comprehensive results.
Change initiatives fail because humans are hardwired to return to what's worked for us in the past. This book offers a straightforward process for rewiring ourselves and those we lead to be more change-capable. Erika Andersen says avoiding change has been a historical imperative. In this book, she shows how we can overcome that reluctance and get good at making necessary change. Using a fictional story about a jewelry business changing generational hands, Andersen lays out a five-step model for addressing both this human side of change and its practical aspects: Step 1: Clarify the change and why it's needed—Get clear on what the change is and the benefits it will bring. Step 2: Envision the future state—Build a shared picture of the post-change future. Step 3: Build the change—Bring together a change team, engage key stakeholders, and plan the change. Step 4: Lead the transition—Build a transition plan that supports the human side of the change, then engage the whole organization in making the change. Step 5: Keep the change going—Work to make your organization permanently more change-capable. With opportunities to self-reflect and try out the ideas and approaches throughout, this book is a practical guide to thriving in this era of nonstop change.
Beware success: it breeds failure. That's the controversial message of this fascinating and timely book. Much management literature is preoccupied with finding excellent companies and dissecting what makes them successful. Yet all too often, these shining examples slump into decline a few years later. Paradoxically, it is when a business is at the peak of its success that it is most vulnerable to failure. So what exactly is going wrong? Drawing on his expertise as an organizational consultant, Peter Robertson shows that managers in successful companies can easily become complacent, believing that their prosperity will continue unchallenged and unchecked. Worse still, success feeds vanity, making businesses inflexible and resistant to change. Competitors soon catch up and threaten their position. To avoid the success trap, a company must be constantly ready to reinvent itself, even when it seems to be thriving. But regeneration calls for conscious choices and efforts on the part of all the people within the organization. The author explores the kind of leadership that enables and inspires people to change. He shows that values, integrity, and trust create the stability and sense of security that today's companies need not just to win, but to keep on winning. Book jacket.
***A WALL STREET JOURNAL BESTSELLER*** From the organizational experts at FranklinCovey, an essential guide to becoming the great manager every team deserves. A practical must-read, FranklinCovey’s Everyone Deserves a Great Manager is the essential guide for the millions of people all over the world making the challenging and rewarding leap to manager. Based on nearly a decade of research on what makes managers successful—and includes new ways of thinking, tips and techniques—this volume has been field-tested with hundreds of thousands of managers all over the world. Organized under four main roles every manager is expected to fill, Everyone Deserves a Great Manager focuses on how to lead yourself, people, teams, and change. Readers can start anywhere and go everywhere with this guide—depending on their current problem or time constraint. They can pick up a helpful tip in ten minutes or glean an entire skillset with deeper reading. The goal is for the busy manager to know what to do and how to do it without interrupting their regular workflow. Each role highlights the current, authentic problems managers face and briefly explores the limiting mindsets or common mistakes that led to those problems. With skill-based chapters that cover managerial skills like one-on-ones, giving feedback, delegating, hiring, building team culture, and leading remote teams, the book also includes more than thirty unique tools, such as a prep worksheets and a list of behavioral questions for your next interview. An approachable, engaging style using real-world stories, Everyone Deserves a Great Manager provides the blueprint for becoming the great manager every team deserves.
Effective software teams are essential for any organization to deliver value continuously and sustainably. But how do you build the best team organization for your specific goals, culture, and needs? Team Topologies is a practical, step-by-step, adaptive model for organizational design and team interaction based on four fundamental team types and three team interaction patterns. It is a model that treats teams as the fundamental means of delivery, where team structures and communication pathways are able to evolve with technological and organizational maturity. In Team Topologies, IT consultants Matthew Skelton and Manuel Pais share secrets of successful team patterns and interactions to help readers choose and evolve the right team patterns for their organization, making sure to keep the software healthy and optimize value streams. Team Topologies is a major step forward in organizational design for software, presenting a well-defined way for teams to interact and interrelate that helps make the resulting software architecture clearer and more sustainable, turning inter-team problems into valuable signals for the self-steering organization.
Teams are everywhere - business, industry, schools, hospitals and government. There are executive, management and cross-functional teams, as well as teams formed for specific tasks and projects. But when a team can succeed or fail on the quality and effectiveness of its leader, everyone will have a view on the leadership qualities that are most important. So what makes a successful team? And what can leaders do to ensure that their teams collaborate effectively and are committed to the right goals? The Leadership of Teams examines some of the most common challenges facing both teams and leaders, including: · interpersonal challenges; · working in a global context; · different roles in different teams; · multicultural teams; and · coaching and developing team members. Written by experienced academics and practitioners, The Leadership of Teams incorporates results from specially-commissioned surveys on team-working, organized by Ashridge Business School. Using examples from sport, the military, business and the charity sector, this book shows how the best leaders successfully inspire, support and work with their teams in order to produce peak performance.
In a recent survey of Fortune 500 companies by Price Waterhouse, nearly 80 percent indicated that they are undergoing some kind of large-scale change. Based on the Price Waterhouse Change Integration Team's experiences with hundreds of clients, Better Change involves managers in the real texture and "feel" of change projects.
Most teams underperform. Yours can beat the odds. If you read nothing else on building better teams, read these 10 articles. We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you assemble and steer teams that get results. Leading experts such as Jon Katzenbach, Teresa Amabile, and Tamara Erickson provide the insights and advice you need to: Boost team performance through mutual accountability Motivate large, diverse groups to tackle complex projects Increase your teams’ emotional intelligence Prevent decision deadlock Extract results from a bunch of touchy superstars Fight constructively with top-management colleagues