9780132319843

Seventy percent of organizations that seek strategic change fail. Organizations can't change because individuals don't change. Individuals don't change because powerful mental maps stand in their way. This book offers a powerful, start-to-finish strategy for helping people redraw their mental maps-and unleash their power to deliver superior, sustained strategic change.

J. Stewart Black is a professor at INSEAD, the oldest and largest MBA program in Europe. An internationally recognized scholar on change and transformation, he is a frequent keynote speaker at conferences around the world and company functions. He is regularly sought out to work with leading companies on issues of strategy and strategic change, especially with regard to developing leaders and high-potential managers to initiate and execute change in themselves and others. Dr. Black has been a faculty member previously at the Amos Tuck School of Business Administration at Dartmouth College and The University of Michigan. He is the author of 10 other books and more than 100 articles and case studies that have been used in both university classrooms and corporate boardrooms. Dr. Black has lived, worked, and spent significant time in many countries including, Japan, Singapore, Hong Kong, and France.

Hal B Gregersen is a professor of leadership at INSEAD where he delivers world-class research ideas on leading strategic change and innovation to executives from every continent. He regularly consults with senior teams, conducts executive seminars, and delivers keynote speeches on innovation and change in companies such as Christie’s, Daimler, IBM, Intel, Johnson & Johnson, LG, Marriott International, Nokia, Sun Microsystems, and Yahoo. Before joining INSEAD, Dr. Gregersen was a faculty member at the London Business School, the Tuck School of Business Administration at Dartmouth College, Brigham Young University, and Helsinki School of Economics, as well as a Fulbright Fellow at the Turku School of Economics. He has co-authored 9 other books and more than 90 articles and cases on leading innovation and change that have also been highlighted on CNN and in Business Week, Fortune, Psychology Today, and The Wall Street Journal. Dr. Gregersen calls Finland, France, and the U.S. his homes, having lived in all three countries. He also travels the world, camera in hand (a passionate avocation), photographing diverse people and places to foster deeper insight into the dynamics of innovation and change.

Foreword	p. xix
Preface	p. xxi
The Challenge of Leading Strategic Change	p. 1
Magnitude of Change	p. 4
Rate of Change	p. 5
Unpredictability of Change	p. 6
Implications of Change	p. 8
The Crux of the Challenge	p. 10
Simplify and Apply	p. 14
The Fundamentals of Change	p. 16
Barrier #1: Failure to See	p. 21
Blinded by the Light	p. 24
Placing Ourselves at the Center	p. 29
Distorting Our View	p. 34
Upright Maps	p. 38
Summary	p. 40
Solutions and Tools for Breaking through Barrier #1: Helping People See the Need	p. 43
Contrast	p. 43
Confrontation	p. 44
Combining Contrast and Confrontation	p. 45
The Comprehensiveness Mistake	p. 46
The "I Get It" Mistake	p. 46
Creating High Contrast and Confrontation	p. 48
20/80 Rule	p. 48
Contrast Enhancement Tool	p. 51
More Examples	p. 55
Pulling It All Together	p. 57
Barrier #2: Failure to Move	p. 61
Pulling It All Together	p. 69
Solutions and Tools for Breaking through Barrier #2: Helping People Make the Move	p. 71
Destination	p. 72
Resources	p. 75
Rewards	p. 78
Pulling It All Together	p. 82
Barrier #3: Failure to Finish	p. 85
Getting Tired	p. 86
Getting Lost	p. 94
Overcoming the Final Brain Barrier	p. 97
Solutions and Tools for Breaking through Barrier #3: Helping People Fight through the Finish	p. 99
Providing Champions	p. 99
Charting Progress	p. 103
Change Performance Dashboard	p. 105
Change Communication Plan	p. 107
Pulling It All Together	p. 109
Pulling It All Together	p. 111
One Call That's All	p. 111
Growth for a Change	p. 117
Changing Customers and Suppliers	p. 122
Making Change Personal	p. 131
Summary	p. 138
Getting Ahead of the Change Curve	p. 143
Crisis Change	p. 145
Reactive Change	p. 147
Anticipatory Change	p. 147
Change Penalty	p. 151
Conclusion	p. 153
Index	p. 155
Table of Contents provided by Ingram. All Rights Reserved.

What is included with this book?

The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.

The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.

= 0) {slash = '\\';} else {slash = '/';}openLoc = figLoc.substring(0, figLoc.lastIndexOf(slash) + 1);while (pPage.substring(0,3) == '../') {openLoc = openLoc.substring(0, openLoc.lastIndexOf(slash, openLoc.length - 2)+ 1);pPage = pPage.substring(3, pPage.length + 1);}popUpWin =window.open('','popWin','resizable=1,scrollbars=1,location=0,toolbar=0,width=525,height=394');figDoc = popUpWin.document;zhtm= ' ' + pPage + ' ';zhtm += ' ';zhtm += ' ';zhtm += ' ';zhtm += '' + pPage.substring(pPage.lastIndexOf('/') + 1, pPage.length) + '';zhtm += ' ';figDoc.write(zhtm);figDoc.close();}// modified 3.1.99 RWE v4.1 --> Preface PrefaceFew will dispute that we currently face one of the greatest challenges and opportunities in modern history. As we navigate the waters of modern business, we do so at a time when even the most seasoned and experienced executives and companies are reeling from the powerful and somewhat unpredictable winds, tides, and waves of globalization. This churning environment can provide the chance for some to rise to new heights while sending others to the bottom of the sea. For example, we live in a world where a company that didn't even exist when we sent the first edition of this book to the publisher in 2002--Wikipedia--emerged to create three times the content of Encyclopedia Britannica, the original industry creator and benchmark company for more than 250 years.Thus, it is not into calm waters that we sail, but into a tumultuous sea of opportunity and risk. As we enter this future, government and business executives will face nearly a constant sea of change--changes in technology, society, demographics, competitors, suppliers, and so on. Change of any significance has never been easy, and in the turbulent world of the future we can expect it to be even more challenging. Perhaps this is why between 50-70 percent of all strategic change initiatives fail. With such a high average failure rate, the difference between successful companies and executives will largely rest on those who can effectively implement change and those who cannot.This book is about that process. We start by outlining why most change initiatives fail, and then describe what we can do to avoid common pitfalls and ultimately succeed at leading strategic change. Based on our research and experience, it turns out that the key to successful change is not systems such as information, pay, or communication, but at the core it's people. If you cannot get the people to see the need for change, to make the needed changes, and to follow through, all the time and money spent on information systems, pay systems, communication systems, or new organizational structures is wasted.This is why we believe this book delivers unique v

Amazon no longer offers textbook rentals. We do!

It Starts with One : Changing Individuals Changes Organizations

It Starts with One : Changing Individuals Changes Organizations

0132319845

Summary

Author Biography

Table of Contents

Supplemental Materials

Excerpts