This is a different book on change management. Using commonsense and practical advice tested in their work with hundreds of organizations, the authors walk the reader through clear guidelines and checklists to implement change that works. Readers will develop a change management strategy that starts by diagnosing the current culture and organization, then prepares for change carefully, addresses resistance to change, develops the change strategy, measures results, builds momentum for further change, and prevents deterioration and reversion. The authors then apply their framework to two areas that are major targets for change management: implementing new technology and systems and implementing successful e-business strategies. Included throughout are real-world examples from a number of industries and government.
- This method has been used successfully in over 70 organizations in over 20 countries.
- Commonsense and jargon-free approach focuses on the realities of implementing change in real world
- Most of the book deals with getting the change established, measurement, and practical ways to sustain the change long-term
Managers working on change initiatives or new projects, change consultants, students in courses on change management, reengineering, and process improvement.
Dynamics of Change and Work; Resistance to Change and Politics; Develop Your Change Goals and Strategy; Select Your Change Management Approach; Determine Activities for Change; Collect Information on Today's Work; Define Your Long-Term Solution and Quick Hits; Develop Your Change Implementation Strategy; Plan Ahead for Change; Get Quick Hit Results; Measure Results and Generate Enthusiasm and Support; Carry Out Major Change; Build Momentum for Further Change; Prevent Reversion and Fallback; Implement New Technology and Systems; Achieve Success in E-Business.
- No. of pages:
- © Butterworth-Heinemann 2004
- 26th November 2003
- Paperback ISBN:
Bennet Lientz has taught and consulted on project management for the past 28 years to more than 5000 people. He developed the concept of the management critical path, acted as project manager of the Internet, and turned around 10 failing projects. This Second Edition is Lientz’ seventh book; he has also written more than 25 articles in various areas of project management.
The John E. Anderson School of Management, University of California, Los Angeles, U.S.A.
Kathryn P. Rea is president and founder of The Consulting Edge, Inc., which was established in 1984. The firm specializes in E-Business, process improvement, project management, and financial consulting. Rea has managed more than 65 major technology-related projects internationally. She has advised on and carried out projects in government, engergy, banking and finance, distribution, trading, retailing, transportation, mining, manufacturing, and utilities. She is the author of eight books and more than 20 articles in various areas of information systems and analysis.
The Consulting Edge, Beverly Hills, California, U.S.A.