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Change Management

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Resources


John Kotter (2006)
Our Iceberg is Melting: Changing and Succeeding Under Any Conditions

Most of the denizens of the Antarctic penguin colony sneer at Fred, the quiet but observant scout who detects worrying signs that their home, an iceberg, is melting. Fred must cleverly convince and enlist key players, such as Louis, the head penguin; Alice, the number two bird; the intractable NoNo the weather expert; and a passle of school-age penguins if he is to save the colony. Their delightfully told journey illuminates in an unforgettable way how to manage the necessary change that surrounds us all. Simple explanatory material following the fable enhances the lasting value of these lessons.
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Tim Brown (2009)
Change by Design: How Design Thinking Creates New Alternatives for Business and Society: How Design Thinking Can Transform Organizations and Inspire Innovation

The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities. This book introduces the idea of design thinking, the collaborative process by which the designer's sensibilities and methods are employed to match people's needs not only with what is technically feasible and a viable business strategy. In short, design thinking converts need into demand. It's a human-centered approach to problem solving that helps people and organizations become more innovative and more creative. Design thinking is not just applicable to so-called creative industries or people who work in the design field. It's a methodology that has been used by health organizations to increase the quality of patient care by re-examining the ways that their nurses manage shift change, or rethink supply chain management.
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Stephen Denning (2007)
The Secret Language of Leadership: How Leaders Inspire Action Through Narrative

The book introduces the concept of narrative intelligence - an ability to understand and act and react agilely in the quicksilver world of interacting narratives. It shows why this is key to the central task of leadership, what its dimensions are, and how you can measure it. The book’s lucid explanations, vivid examples and practical tips are essential reading for CEOs, managers, change agents, marketers, salespersons, brand managers, politicians, teachers, parents—anyone who is setting out to the change the world.
- Management - Change Management -
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Elspeth J. Murray and Peter R. Richardson (2002)
Fast Forward: Organizational Change in 100 Days

In the age of rapidly changing technology, increased global opportunities and globalisation, and shareholder activity, executives all over the world are expected to use the right techniques in order to gain the highest level of success for their organization. These executives need the knowledge and tools that will allow them to continue to thrive and remain ahead of the competition in the business environment. This volume and its accompanying guide puts them on the right track. It offers a practical and proven framework for rapid implementation of strategic change that can be used by executives and their organisations. Complete with an collection of examples and checklists, the accompanying guides provide guidance on specific types of change initiatives such as the launch of a new strategic plan, deep cultural change, acquisitions, and new products.
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Elspeth J. Murray and Peter R. Richardson (2003)
Organizational Change in 100 Days: A Fast Forward Guide (Accompanying Guide)

In an age of rapidly changing technology, shifting global opportunities, and activist shareholders, executives are expected to respond quickly. These executives are seeking tools that will allow them to keep a step ahead of changes in the business environment, because they are critically aware of the fact that slow change equals slow death.Organizational Change in 100 Days: A Fast Forward Guide is one such tool. Developed to be used as a companion to Fast Forward: Organizational Change in 100 Days, this book provides exercises and worksheets that will allow the reader to develop and implement a plan for organizational change. This guide's flexible format can be used either in groups or by individuals, and will be especially useful to facilitators, trainers, and consultants who work with companies on change strategies.
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Kevin Kelly (2009)
Leading in Turbulent Times

How do you lead when the world just won't stand still? Leading in Turbulent Times is based on exclusive interviews with the frontline leaders who know how to adapt to rapid change and how to help their companies overcome the challenging obstacles they face. When change is the name of the game, the best leaders focus on passion; communication; and vision.
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Karl E. Weick and Kathleen M. Sutcliffe (2007)
Managing the Unexpected: Resilient Performance in an Age of Uncertainty

Since the first edition of Managing the Unexpected was published in 2001, the unexpected has become a growing part of our everyday lives. The unexpected is often dramatic, as with hurricanes or terrorist attacks. But the unexpected can also come in more subtle forms, such as a small organizational lapse that leads to a major blunder, or an unexamined assumption that costs lives in a crisis. Why are some organizations better able than others to maintain function and structure in the face of unanticipated change? Authors Karl Weick and Kathleen Sutcliffe answer this question by pointing to high reliability organizations (HROs), such as emergency rooms in hospitals, flight operations of aircraft carriers, and firefighting units, as models to follow. These organizations have developed ways of acting and styles of learning that enable them to manage the unexpected better than other organizations. Thoroughly revised and updated, the second edition of the groundbreaking book Managing the Unexpected uses HROs as a template for any institution that wants to better organize for high reliability.
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Peter M. Senge, Joseph Jaworski, C. Otto Scharmer, Betty Sue Flowers (2005)
Presence: Exploring Profound Change in People, Organizations and Society

Radical and hopeful - Presence synthesises cutting-edge thinking, firsthand knowledge and ancient wisdom Presence: Human Purpose and the Field of the Future gives the reader an intimate look at the development of a new theory about change and learning. A book built around a series of wide-ranging conversations over a year and a half, Senge, Scharmer, Jaworski, and Flowers explore their own experiences and those of one hundred and fifty scientists and social and business entrepreneurs in an effort to explain how profound collective change occurs. Their journey of discovery articulates a new way of seeing the world, and of understanding our part in creating it - as it is and as it might be. Presence explores the living fields that connect us to one another, to life more broadly, and, potentially, to what is "seeking to emerge." Seven capacities underlie our ability to see, sense, and realize new possibilities. Developing these capacities accesses a deeper level of learning that is the key to creating change that services the whole - ourselves, our organizations and the communities of which we are a part.
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Peter M. Senge, Bryan Smith, Nina Kruschwitz, Joe Laur, Sara Schley
(2008)
The Necessary Revolution: How Individuals and Organisations Are Working Together to Create a Sustainable World

What is THE NECESSARY REVOLUTION? The End of an Era. The Industrial Age Bubble the take, make, waste way of thinking that has dominated the developed world for the past 200 years is coming to an end. Leaders from organizations and groups as diverse as Coca- Cola and Costco, DuPont, Google, Alcoa, and Nike, Oxfam and the World Wildlife Fund are leading the charge to change the very way we do business. The Dawn of a Revolution. The environmental and social challenges before us climate change, the depletion of natural resources, the side-effects of rampant consumerism, and a widening economic divide create an unprecedented opportunity for change. Initiatives from innovative organizations from every sector from the EU's End of Vehicle Lifetime directive to Nike's new green products to Coke s transformative collaboration with the World Wildlife Fund are proving that by working together, businesses, government, and non-profit organizations are starting to bring about real, sustainable change. We must act together now. The Necessary Revolution offers a toolkit with specific strategies and points of action to help change how organizations think and act. Our situation could not be more urgent. We need to cut carbon dioxide emissions globally by 80% in 20 years. We need to reduce our consumption of water and energy drastically. We need to stop pretending that the problems belong to someone else: in an interconnected world, it doesn t matter whose end of the boat has a hole. There are no good guys and bad guys we are all responsible for our core sustainability issues: food, water, energy, waste, and toxicity. And every one of us has to be part of the solution. Imagine a world in which the excess energy from one business would be used to heat another. Where buildings need less and less energy, and where regenerative commercial buildings ones that create more energy than they use are being designed. A world in which environmentally-sound products and processes would be more cost-effective than wasteful ones. A world in which corporations such as Costco, Nike, BP and countless others are forming partnerships with environmental and social justice organizations to ensure better stewardship of the earth and better livelihoods in the developing world. Now, stop imagining that world is already emerging. A revolution is underway in today's organizations. As Peter Senge and his co-authors reveal in The Necessary Revolution, companies around the world are boldly leading the change from dead-end business as usual tactics to trans- formative strategies that are essential for creating a flourishing, sustainable world. There is a long way to go, but the era of denial has ended. Today's most innovative leaders are recognizing that for the sake of our companies and our world, we must implement revolutionary not just incremental changes in the way we live and work.
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John P Kotter (2008)
A Sense of Urgency

In his international bestseller "Leading Change," Kotter provided an action plan for implementing successful transformations. Now, he shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.
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Howard Gardner (2004)
Changing Minds: The Art and Science of Changing Our Own and Other People's Minds

Think about the last time you tried to change someone’s mind about something important: a voter’s political beliefs; a customer’s favorite brand; a spouse’s decorating taste. Chances are you weren’t successful in shifting that person’s beliefs in any way. In his book, Changing Minds, Harvard psychologist Howard Gardner explains what happens during the course of changing a mind – and offers ways to influence that process. Remember that we don’t change our minds overnight, it happens in gradual stages that can be powerfully influenced along the way.This book provides insights that can broaden our horizons and shape our lives.
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Change Management - Kurt Lewin

Raf Cammarano: In Enterprise Architecture we often talk about models, patterns, best practices, technology and the like. Given that EA is fundamentally about change, it's interesting that change management doesn't get a lot of coverage in EA circles. In this post I'll introduce a very simple model of change management that has been around for over 50years.
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Scenario-based enterprise architecture - CIO's strategy to respond to a change

Chirag Mehta, SAP: Scenario-based planning is inevitable for an enterprise architect. The changing business models, organizational dynamics, and disruptive technology are some of the change agents that require enterprise architecture strategy to be agile enough to respond to these changes.
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Geoffrey Moore (2006)
Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution

Geoffrey Moore is one of the most respected and bestselling names in business books. In his widely quoted Crossing the Chasm, he identified and addressed the greatest challenge facing new ventures. Now he's back with a book for established businesses that need to learn how to adapt - or suffer the slow declines into marginalized performance that have characterized so many Fortune 500 icons in recent years. Deregulation, globalization, and e-commerce are exerting unprecedented pressures on company profits. In this new economic ecosystem, companies must dramatically differentiate from their direct competitors - or risk declining performance and eventual extinction. But how do companies choose the right innovation strategy? Or overcome internal inertia that resists the kind of radical commitments needed to truly set the company's offers apart? Illustrating his arguments with more than one hundred examples and a full-length case study based on his unprecedented access to Cisco Systems, Moore shows businesses how to meet today's Darwinian challenges, whether they're producing commodity products or customized services. For companies whose competitive differentiation to the marketplace is still effective, he demonstrates how innovations in execution can help boost productivity, whether a company is competing in a growth market, a mature market, or even a declining market. For companies in danger of succumbing to competitive pressures, he shows how to overcome inertia by engaging the entire corporate community in an unceasing commitment to innovate and evolve. For any business competing in today's eat-or-be-eaten economic jungle, this groundbreaking guide shows not only how to survive, but also thrive.
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Behnam Tabrizi (2007)
Rapid Transformation: A 90-day Plan for Fast and Effective Change

Profound organizational transformation takes years and, in most cases is unsuccessful, right? Not according to change expert Behnam Tabrizi. In Rapid Transformation: A 90-Day Plan for Fast and Effective Change , Tabrizi shows you how to accomplish successful transformational change in your firm in just 90 days. Based on ten years of research into more than 500 leading companies including 3M, IBM, GE, Nissan, Apple, Bay Networks, Verisign, HP and Best Buy this book demystifies fast, effective change and lays out a clear roadmap for achieving it. Tabrizi's 90-day transformational model comprises three main phases, each lasting 30 days. The model enables you to analyze your company's specific challenge, develop a new course of action, and carry out the plan. Moreover, you apply the model in parallel with the normal workings of your organization so you don't have to put your company on hold for the sake of the change effort. With its detailed recipe and insightful stories from actual corporate reinventions, this book defies long-held assumptions about change and provides a practical and immediately actionable guide.
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Five Things I've Learned About Change

By Katherine Walsh, CIO.com, 9 August 2007. Harvard Business School Professor John Kotter is one of the top authorities on leadership and change, and author of the best seller Leading Change. He says that he has not always found it easy to cope with personal change.
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John P. Kotter et al (2006)
Harvard Business Review on Leading Through Change

Seventy percent of all change initiatives fail. Yours won’t have to—when you apply the practices provided in HBR on Leading Through Change. In this vital new resource, today’s leading thinkers offer suggestions for articulating a compelling vision of an organization’s future, overcoming employee resistance to change, and surmounting other challenges that come with leading change.
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John P. Kotter (1996)
Leading Change

In Leading Change, John Kotter examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm's agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. This highly personal book reveals what John Kotter has seen, heard, experienced, and concluded in 25 years of working with companies to create lasting transformation.
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John P. Kotter, Dan S. Cohen (2002)
The Heart of Change: Real-Life Stories of How People Change Their Organizations

John Kotter's international bestseller Leading Change struck a powerful chord with legions of managers everywhere. It acknowledged the cynicism, pain, and fear they faced in implementing large-scale change-but also armed them with an eight-step plan of action for leaping boldly forward in a turbulent world. Now, Kotter and coauthor Dan S. Cohen delve deeper into the subject of change to get to the heart of how change actually happens. Through compelling, real-life stories from people in the trenches, in all kinds of organizations, the authors attack the fundamental problem that underlies every major transformation: How do you go beyond simply getting your message across to truly changing people's behavior? Based on interviews within over 100 organizations in the midst of large-scale change, The Heart of Change delivers the simple yet provocative answer to this question, forever altering the way organizations and individuals approach change. While most companies believe change happens by making people think differently, Kotter and Cohen say the key lies in making them feel differently. They introduce a new dynamic-"see-feel-change"-that fuels action by showing people potent reasons for change that spark their emotions. Organized around the revolutionary eight-step change process introduced in Leading Change, this story-driven book shows how the best change leaders use not just reports or analysis, but gloves, video cameras, airplanes, office design, and other concrete elements to impel people toward positive action. The authors reveal how this appeal to the heart-over the mind-motivates people to overcome even daunting obstacles to change and produce breathtaking results. For individuals in every walk of life and companies in every stage of change, this compact, no-nonsense book captures the heart-and the how-of successful change. John P. Kotter, world-renowned expert on leadership at the Harvard Business School, is the author of many books, including the award-winning, best-selling Leading Change. Dan S. Cohen is a Principal with Deloitte Consulting LLC.
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Spencer Johnson (1998)
Who Moved My Cheese? An Amazing Way to Deal with Change in Your Work and in Your Life

Change can be a blessing or a curse, depending on your perspective. The message of Who Moved My Cheese? is that all can come to see it as a blessing, if they understand the nature of cheese and the role it plays in their lives. Who Moved My Cheese? is a parable that takes place in a maze. Four beings live in that maze: Sniff and Scurry are mice--nonanalytical and nonjudgmental, they just want cheese and are willing to do whatever it takes to get it. Hem and Haw are "littlepeople," mouse-size humans who have an entirely different relationship with cheese. It's not just sustenance to them; it's their self-image. Their lives and belief systems are built around the cheese they've found. Most of us reading the story will see the cheese as something related to our livelihoods--our jobs, our career paths, the industries we work in--although it can stand for anything, from health to relationships. The point of the story is that we have to be alert to changes in the cheese, and be prepared to go running off in search of new sources of cheese when the cheese we have runs out. Dr. Johnson, coauthor of The One Minute Manager and many other books, presents this parable to business, church groups, schools, military organizations--anyplace where you find people who may fear or resist change. And although more analytical and skeptical readers may find the tale a little too simplistic, its beauty is that it sums up all natural history in just 94 pages: Things change. They always have changed and always will change. And while there's no single way to deal with change, the consequence of pretending change won't happen is always the same: The cheese runs out. --Lou Schuler Book Description: The Change Survival Kit is an A-Mazing Way to Deal with Changes in Your Work and in Your Life. It reminds you to use what you discovered in the "Cheese" story - and enjoy it!
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Transforming Government through Change Management: The Role of the State CIO

NASCIO Enterprise Architecture Committee, April 2007. This white paper reviews contemporary ideas surrounding the subject of organizational transformation, presents a state perspective on the issue, and provides the state CIO with relevant recommendations and calls to action. The accompanying research summary provides a short overview of the research findings presented in the white paper. The paper illustrates that change is an ongoing process that requires organizations to become change competent. It emphasizes that as with enterprise architecture, the best approach to organizational change involves incremental, step-by-step transformation that is effectively delivered through valued relationships involving all stakeholders.
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Potential Pitfalls in Technology-Enabled Business Transformations

In my experience, when Enterprises perform Business Transformation design exercises where the solution is to be enabled or underpinned by technology, a core list of the same potential pitfalls are regularly encountered. It would be interesting to see whether others come across the same types as well, so here are a few examples of what I always tend to come across.
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Team Building and Leadership Development

Rapid Behavior Change through an intense personal and group learning experience. Our immersion development is not only team building, but also person building and talent building. This level of development is not for everyone.
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Leadership Responsibilities of Professionals

This chapter introduces a leadership development model that raises the question: Leadership for what? Leadership is about going somewhere - personally and in concert with others in an organization.
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