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A Visual Toolkit for Making Change Stick409Skickas inom 7-10 vardagar.
Fri frakt inom Sverige för privatpersoner.Research shows that up to seventy percent of all change initiatives fail. Let's face it, change is hard, as is getting an organization on board and working through the process. One thing that has been known to be effective is onboarding teams not only to understand this change, but to see the process and the progress of institutional change. Charting Change will help teams and companies visualize this complicated process. Kelley has developed the Change Planning Canvas, which enables leadership and project teams to easily discuss the variable that will influence the change effort and organize them in a collaborative and visual way. It will help managers build a cohesive approach that can be more easily embraced by employees who are charged with the actual implementation of change. This book will teach readers how to use this visual toolkit to build a common language and vision for implementing change.
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"There's no denying it: Change is scary. But it's also inevitable. In Charting Change, Braden Kelley gives you a toolkit and a blueprint for initiating and managing change in your organization, no matter what form it takes." -Daniel H. Pink, author of Drive and To Sell is Human 'Thoughtful, thorough, and practical is the rare blend that Braden has achieved in this Change Management field guide. Much more than a series of tactics, Charting Change will explicitly, sequentially, and visually help users create a diverse set of experiences for stakeholders that will most certainly increase likelihood of success.' -Eric D. Hieger, Business Transformation and Change Leadership Practice Lead
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Braden Kelley, author of Stoking Your Innovation Bonfire, has been advising companies on how to grow their revenue and cut their costs since 1996. Braden is a popular keynote speaker, workshop leader, and thought leader on the topics of continuous innovation and change, speaking frequently to enthusiastic crowds around the world. He works with clients to create innovative strategies, digital transformations, and increased organizational agility. Braden has published numerous commissioned white papers and more than 500 articles for online publications (including articles translated into French, Spanish, Portuguese and Swedish). He received a BS from the University of Oregon in 1993 and an MBA from the London Business School in 2004.
Outline and Chapter Summaries 0. Foreword a. Gary Hamel, Tom Peters, Dan Pink, Geoffrey Moore or John Kotter 1. Changing Change a. Change is difficult for organizations and for people, and often something that they seek to avoid (with good reason). The landscape is littered with broad change frameworks that help people understand some of the high level stages of change (and the grief that may go with it), but don't help you get your hands dirty and actually make change happen. We hope to change all of that with our visual toolkit which will enable leadership to collaborate on building the case for change and the plan for achieving it. 2. Planning Change a. Change is scary and often people don't know where to begin, so they don't. Braden Kelley has developed a new tool the Change Planning Canvas that enables leadership teams and project teams to easily discuss the variables that will influence the change effort, and organize them in a collaborative, visual, fun way. At the end of our engaging planning process, you will have a group of solid plans that map your change program. 3. Understanding the Current State a. We may know we need to change, but why are we pursuing change now? Why can't we continue doing what we're doing? Who is feeling the pain? There are many different questions we will ask (and help answer) on the way to understanding and communicating the current state. 4. Envisioning the Desired State a. Who are we making this change for? What is the solution that we'd like to see in place? Why is this solution a big improvement over the status quo? We will help you work as a team with our visual tools to outline what you want the future to look like and distill it down into the key points to include in the story you socialize around the organization. 5. Picking the Right Target for Your Change Effort a. We think we know who all of this change is for, but is that group of people the group we should be targeting? Is there someone else we could target? What are the implications of targeting the selected group for our change efforts? Do they want this change? Often there are several potential targets for any change effort, and the group we choose to target first can serve to accelerate or to destroy the whole change effort. 6. Prerequisites for Change a. Too often organizations define the change effort they want to pursue without first identifying whether there are people, resources, legislation, or other circumstances that must be in place before the change effort can begin. We will explore the items to explore as potential prerequisites to the change program and its eventual success. 7. The People Side of Change a. The keys to success in any change program typically lay in the human elements, not in any technology components. This chapter will focus on the people beyond your primary change target, including those who can help and those who will resist, but also with a focus on identifying those people affected by the change that might not immediately come to mind. 8. The Benefits of Change a. Why are we doing this again? Here we will focus on the positive elements of change: the benefits to the business, gains employees might incur, and any positive outcomes for customers the change effort might generate. We will provide case studies and tools to help make sure we've captured all of the potential benefits. 9. Barriers and Obstacles to Change a. Every change effort is going to have obstacles to overcome and potential barriers that, if left unaddressed, could keep the change effort from being successful. We will look at some of the common barriers and obstacles that change efforts must face and ways to overcome them. 10. Not Everything About Change is Wonderful a. We might like to think that every outcome of a change effort is positive, but the truth is that there are inevitably negative outcomes and risks that must be measured, mitigated and managed. We will look at some of the unexpected consequences of change and the ris