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Change

Release Date: 2021/06/01
ISBN: 9781119815846
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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. 

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright
  4. Preface
  5. Part I: INTRODUCTION
    1. Chapter 1: Threats and Opportunities in a Rapidly Changing World
    2. “The Storm Is Just Beginning”
    3. The Challenge: A More Volatile, Uncertain, and Rapidly Changing World
    4. The Change Problem and Solution
    5. The Stakes
    6. Chapter 2: The Emerging Science of Change
    7. Human Hardwiring: The Survive/Thrive System
    8. The “Modern” Organization
    9. Leading Change: Success and Failure
    10. The Three Streams
  6. Part II: THERE IS A BETTER WAY TO ACCELERATE:
    1. Chapter 3: “Strategic Planning” That Delivers Results
    2. An All-Too-Common Strategy Story
    3. The Reigning Method of Change Used in Strategy Formulation and Execution
    4. Why This Method?
    5. Flaws in the Methodology
    6. Strategy as a Mobilizing Agent to Get Results
    7. A Better Method in a Rapidly Shifting World
    8. If We Don't Change Our Approach to Strategy
    9. Chapter 4: Digital Transformation That Is Truly Transformational
    10. The Digital Revolution
    11. Understanding the Digital Transformation Challenge in Organizations
    12. The Problem with Data
    13. An SAP Implementation That Worked
    14. Making Digital Transformation Work
    15. Chapter 5: Restructuring Without Killing Innovation and Your Future
    16. Accomplishing Hard-to-Imagine Results
    17. The Restructuring Challenge
    18. The Growing Problem with the Traditional Method
    19. Kraft Heinz: A Cautionary Tale
    20. A Method Compatible with Human Nature, the Modern Organization, and a Rapidly Changing Context
    21. Current Reality versus What You Can Do
    22. Chapter 6: Cultural Change That Helps You Adapt
    23. What Is “Culture”?
    24. Corporate Culture and Performance
    25. Changing Culture
    26. What Leads to Failed Culture Change?
    27. Changing an Entrenched Culture to Get Far Better Results
    28. Business Culture Writ Large
    29. Chapter 7: Mergers and Acquisitions That Create Real Value
    30. The M&A Track Record Today
    31. M&A Integration: The Usual Mistakes
    32. The Integration Problem and Solution
    33. Unlocking Value: The Demerger Issue
    34. Chapter 8: Agile Methodologies That Build Sustained and Scalable Agility
    35. Why Agile Does Not Create Sustained or Scaled Agility
    36. A Dual Systems Approach
    37. It Is Not Just about Software Development
    38. Building a Dual System: An Example
    39. Chapter 9: Broad Social Initiatives That Can Help Billions
    40. Lessons from Organizational Research
    41. Broad-Scale Social Change: Wonderful—and Disappointing
    42. A “Social Movement”
    43. A Social Movement Around Leadership
  7. Part III: IN THE END, IT IS MOSTLY ABOUT THIS
    1. Chapter 10: More Leadership from More People
    2. Management Is Not Leadership
    3. The Waiting-for-Lincoln Trap
    4. Dramatic Expansion of Leadership in Action
    5. Creating the Right Environment and Culture
    6. Tactics for Calming Overheated Survive and Activating Dormant Thrive
    7. Chapter 11: The New Normal
    8. Lessons from the Crisis
    9. Using the Understanding of Human Nature to Handle Growing Uncertainty and Complexity
    10. Reconstructing the Modern Organization
    11. Engineering More Leadership from More People to Drive Needed Change
    12. Back to the Issue of Stakes
  8. Notes
    1. Preface
    2. Chapter 1: Threats and Opportunities in a Rapidly Changing World
    3. Chapter 2: The Emerging Science of Change
    4. Chapter 3: “Strategic Planning” That Delivers Results
    5. Chapter 4: Digital Transformation That Is Truly Transformational
    6. Chapter 5: Restructuring Without Killing Innovation and Your Future
    7. Chapter 6: Cultural Change That Helps You Adapt
    8. Chapter 7: Mergers and Acquisitions That Create Real Value
    9. Chapter 8: Agile Methodologies That Build Sustained and Scalable Agility
    10. Chapter 9: Broad Social Initiatives That Can Help Billions
    11. Chapter 10: More Leadership from More People
    12. General References from Psychology and Neuroscience
  9. Acknowledgments
  10. About the Authors
  11. End User License Agreement
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