Beyond Small Change

Examines the role of money transferred by migrant workers to their home country. Focuses on how the remittances meet the basic needs of family members there, whilst also generating opportunities for local communities and national economies. Considers the impacts in Latin America and the Caribbean, as well as in Europe, the Middle East and North Africa, and Asia.

Foundational introduction to the concept that organizations create major impacts by making small changes.

A new movement is afoot that promises to save the world by applying the magic of the market to the challenges of social change. But in this hard-hitting, controversial exposé, Michael Edwards shows that business is ill-equipped to attack the causes of poverty, inequality, violence, and discrimination. Achieving fundamental social transformation requires cooperation rather than competition, collective action more than individual effort, and support for long-term, systemic solutions instead of immediate results. With a vested interest in the status quo, business can promise only limited advances: small change. It's time to turn away from the false promise of the market and reassert the independence of global citizen action.

Double your odds of leading successful, sustainable change Leaders aren’t short on access to change management advice, but the jury has long been out as to which approach is the best one to follow. With the publication of Beyond Performance 2.0, the verdict is well and truly in. By applying the approach detailed by authors, Scott Keller and Bill Schaninger, the evidence shows that leaders can more than double their odds of success—from thirty percent to almost eighty. Whereas the first edition of Beyond Performance introduced the authors’ “Five Frames of Performance and Health” approach to change management, the fully revised and updated Beyond Performance 2.0 has been transformed into a truly practical “how to” guide for leaders. Every aspect of how to lead change at scale is covered in a step-by-step manner, always accompanied by practical tools and real-life examples. Keller and Schaninger’s work is distinguished in many ways, one of which is the rigor behind the recommendations. The underpinning research is the most comprehensive of its kind—based on over 5 million data points drawn from 2,000 companies globally over a 15-year period. This data is overlaid with the authors’ combined more than 40 years of experience in helping companies successfully achieve large-scale change. As senior partners in McKinsey & Company, consistently named the world’s most prestigious management consulting firm, Keller and Schaninger also draw on the shared experience of their colleagues from offices in over 60 countries with unrivaled access to CEOs and senior teams. Beyond Performance 2.0 also dares to go against the grain—eschewing the notion of copying best practices and instead guiding leaders to make choices specific to their unique context and organization. It does this with meticulously balance of focus on short- and long-term considerations, and on fully addressing the hard technical and oft cultural elements of making change happen. Further, the approach doesn’t just focus on delivering change; it builds an organization’s muscle to continuously change, making it healthier so that it can act with increased speed and agility to stay perpetually ahead of its competition. Leaders looking for a proven approach to leading large-scale change from a trusted source have found what they are looking for in Beyond Performance 2.0.

Transform your organization! To truly transform your organization, you must learn to transform your own mindset. Beyond Change Management-the only book specifically about the interaction of leadership style, mindset, and the change process-revolutionizes leaders' approach to transformational change. Shattering the myth that transformation can be managed, this book-part of the Practicing OD Series--offers you new directions and ways of thinking and behaving that are essential for successful change. Its unique approach brings organization development (OD) into the mainstream of leaders' approaches to change, expanding and integrating the fields of OD, leadership, change management, and consciousness. You'll also get: ready-to-use worksheets questionnaires guidelines "Powerful business solutions to the current chaos facing many organizations today. Dean Anderson and Linda Ackerman Anderson get to the heart of change, the human touch, by using timeless techniques and tools." --Ken Blanchard, coauthor, The One Minute Manager and Gung Ho! "The authors combine their keen observations, sharp insights, and open hearts to produce towering works that will stand as lasting contributions to leadership and organization development. . . .[t]hey guide us along a path of personal discovery so that we may have the strength of spirit to risk the creation of more meaningful organizations." --Jim Kouzes, coauthor, The Leadership Challenge and Encouraging the Hear

It is difficult to think of a business process that is as widely unpopular, dysfunctional and discredited as traditional budgeting - yet over a decade after the creation of the Beyond Budgeting movement, many business people are unaware of its existence. And many of those that have heard of it find the Beyond Budgeting ideas difficult to grasp because they have been conditioned by experience to think in a very narrow way about the process of management. This book fills in these gaps in awareness and understanding by answering the question ‘what is Beyond Budgeting?’ in a clear and succinct way to help you make informed choices about the way that you run your business, as an alternative to blindly copying your predecessors. Amongst the things you will discover are: How the financial operating model used to organise and run the affairs of an enterprise impacts many aspects of corporate life, not just the level of business performance The universal law of complexity that explains why traditional budgeting will always fail to deliver what it promises: predictable performance. How the Beyond Budgeting process model is better equipped to deal with the complexity of modern organisational life and the uncertainty of the world Why and how an organisation has to be designed to complement the processes used to plan and control its activities. How to bring about change The goal is to help build healthier, more adaptive organisations, better able to meet the challenges and exploit the opportunities thrown up by the modern world.

Given the lack of adequate universal social welfare for those unable to find jobs in the salaried formal sector, the livelihoods and well-being of most poor people depends heavily on their asset base. This includes their ability to access and accumulate assets, obtain decent returns from these assets, and use their asset base to manage risks. 'Assets, Livelihoods, and Social Policy' discusses the diverse strategies adopted by people in different contexts to accumulate assets through migration, housing investments, natural resources management, and informal businesses. An asset-based social policy can strengthen asset accumulation strategies as well as help the poor overcome the constraints of unfavorable institutional environments. To a considerable extent, asset accumulation strategies depend on the agency exercised by people themselves through individual or collective action. At the same time, the status of policies and institutions can enable or hinder these strategies and affect livelihood outcomes. In synthesis, the case studies lead to the differentiation among three different types of policies: - policies that affect outcomes by directly influencing access to assets by the poor such as land, housing, natural resources, or credit. - policies and public investments that change the nature of returns on assets such as investments in rural roads, agricultural inputs, and market development. - policies that transform the value of assets held by the poor by virtue of administrative decisions that increase or reduce value such as re-classification of land from arable or pasture to protected lands, land use regulations affecting resource use, or modification in regulations governing labor rights or migration. The chapters, originally commissioned to re-examine major gaps in knowledge and development practice ten years after the Copenhagen Summit on Social Development, are authored by leading scholars from economics, anthropology, sociology, geography, and development studies. This book is part of a new series, New Frontiers in Social Policy, which examines issues and approaches to extend the boundaries of social policy beyond conventional social services toward policies and institutions that improve equality of opportunity and social justice in developing countries. Other titles in the series include Inclusive States: Social Policy and Structural Inequalities, and Institutional Pathways to Equity: Addressing Inequality Traps.

In 1965, Penny Burford takes a nickel from her husband's dresser and changes her life.