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Enterprise Change Management

Book Description

Enterprise Change Management provides a practical roadmap to bridge the gap between what the changes an organization would like to make and their ability to do so.

Table of Contents

  1. Cover
  2. Praise for Enterprise Change Management
  3. Title Page
  4. Contents
  5. Acknowledgements
  6. PART I    Context and framework
    1. 01    Compelling case for building change capabilities
      1. Impact on organizations
      2. How organizational life changed
      3. The evolving idea of enterprise change management
      4. Why readers should continue reading
      5. Notes
    2. 02    Change capability building
      1. Introduction
      2. Agility is critical in today’s environment
      3. What is enterprise change management?
      4. Deploying ECM
      5. How digital technology can accelerate ECM
      6. Assessing change maturity
      7. Concluding thoughts
      8. Notes
  7. PART II    The five capabilities
    1. 03    Creating the context for successful change
      1. Why creating context for change is so important in driving results
      2. Why a strong context for change is important to organizations
      3. What constitutes a context for change?
      4. How do we create and share the context for change?
      5. Concluding thoughts
      6. Note
    2. 04    Managing the demand for change
      1. Introduction
      2. Wanting it to happen versus making it happen
      3. Perpetual loading
      4. Saying ‘no’ makes things happen
      5. A prioritization process
      6. Concluding thoughts
      7. Notes
    3. 05    Executing single changes
      1. Why organizations require a consistent approach to change
      2. What options organizations have when they decide to utilize a methodology
      3. What change management content should be in a methodology
      4. The role of change tools in organizational change
      5. Concluding thoughts
      6. Notes
    4. 06    Adaptive leadership
      1. Introduction
      2. Core leadership
      3. Adaptive change leadership behaviours
      4. Concluding thoughts
      5. Notes
    5. 07    Developing resilient people
      1. Introduction
      2. Resilient organizations need resilient people
      3. What makes people resilient?
      4. Identifying and developing resilience
      5. Eight ways to operationalize resilience
      6. Concluding thoughts
      7. Notes
  8. PART III    How organizations learn to change
    1. 08    Cultures that leverage capabilities
      1. High-level understanding of organizational culture
      2. Why culture is important when building change management capabilities
      3. Organizational lifecycles and their effect on building change capabilities
      4. Characteristics of cultures that successfully build capabilities
      5. Potential mitigation strategies if the culture is unsupportive
      6. Concluding thoughts
      7. Notes
    2. 09    Learning and embedding capabilities effectively
      1. Making sure people in the organization have the right skills and tools
      2. Encouraging learning by doing
      3. Delivering learning ‘just-in-time’
      4. Linking learning to application
      5. Measuring the effectiveness of learning
      6. Digital transformation
      7. Footnote on learning and adapting to change
      8. Concluding thoughts
      9. Notes
    3. 10    Implications for key players
      1. Implications for leaders
      2. Implications for change agents
  9. Index
  10. Copyright