By Sarah Cook

Authors Sarah cook dinner, Steve Macaulay and Hilary Coldicott provide an outstanding, trustworthy roadmap for navigating the twisted trails of company swap projects. This complete presentation relies at the authors' mixed forty years of consulting and change-facilitation adventure. The publication presents a wealth of self-diagnostic checks, interactive workouts and checklists that can assist you take on the sensible mechanics of introducing organizational switch from all 4 compass issues: company, politics, feelings and the spirit. the amount demonstrates little persistence with the self-serving "practical" case experiences which are 'de rigueur' in enterprise books. whereas one may perhaps applaud the authors' feel of economic system in taking away "how nice we're" tales, their absence can also clarify why the publication comes throughout as only a tad dry. switch is a eternally dynamic tale line, so one expects its roadmap to endure quite a number narrative colorings, even though the sound suggestion here's infrequent sufficient. We strongly suggest this quantity - if you end up misplaced, any stable map is your pal. It does not need to be fancy so long as it incorporates a compass.

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Additional resources for Change Management Excellence: Using the Four Intelligences for Successful Organizational Change

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An attractive vision of the future helps create dissatisfaction with the current state. In Chapter 12 we discuss a process for creating an organizational vision. Chapter 10 also describes how to create your own personal vision, which will help you as a leader during change. Having a vision for your company is stretching the organization beyond its grasp. Bill Gates’ vision for Microsoft is of a computer in every home. Powerful visions are compelling and memorable over time. 2 Product/service analysis prides itself on offering customers impartial and expert advice, the widest choice of the latest product and unbeatable service.

This helps identify which products and services are most profitable and where there is potential market growth. The matrix suggests that ‘cash cows’ should be milked for their cash flow and no further investment be made here. Little effort or resources should be devoted to ‘dogs’. ‘Question marks’ can become ‘stars’ if investment is made in them. ‘Stars’ are products and services that can become more profitable and investment should be made to strengthen their relative market share. DEVELOPING A VISION OF THE FUTURE Once the change leader has carefully assessed where the organization is now, he or she can make informed choices about where he or she wants it to be in the future.

When Geraldine Peacock was drafted in as Chief Executive to initiate this transformation in 1997, she found the staff and working culture in very poor shape. The organization was in financial free-fall, and its 950 staff and 100,000 volunteers were reeling from accusations in the national press that the charity was sitting on huge reserves of public money. An atmosphere of mistrust permeated the whole organization. Peacock recalls the challenge that she faced: ‘I knew immediately that if we were going to turn the charity round we would have to push through a culture change from within,’ she explains.

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