Mastering The Science Of Organizational Change

As the business context evolves more rapidly, driven by accelerating technological, political, and social change, an increasing strategic priority for business leaders is how to enact large-scale organizational change. Even companies that are current industry leaders are vulnerable to disruption. Company leaders need to watch over their shoulder for—and transform the company in anticipation of—the next disruption. Mastering the Science of Organizational Change summarizes the work of the BCG Henderson Institute and its fellows and ambassadors over several years to develop a more scientific approach to change. Hundreds of companies are analyzed in the book’s discussion on how to beat the odds in large-scale change management using an evidence-based approach—a large-scale analysis of what approaches actually work in which circumstances. Part 1 of the book reviews the imperatives for self-disruption. The second part elaborates on how to manage the process of change. Finally, Part 3 discusses how organizations can take change to the next level. Events around the book Link to a De Gruyter online event in which, Martin Reeves, Chairman of the BCG Henderson Institute, will share lessons on how to develop a more scientific approach to change including how to self disrupt, how to manage the process of change, and how organizations can take change to the next level: https://youtu.be/TfzFllmL4Cg

Every leader understands the burning need for change–and every leader knows how risky it is, and how often it fails. To make organizational change work, you need to base it on science, not intuition. Despite hundreds of books on change, failure rates remain sky high. Are there deep flaws in the guidance change leaders are given? While eschewing the pat answers, linear models, and change recipes offered elsewhere, Paul Gibbons offers the first blueprint for change that fully reflects the newest advances in mindfulness, behavioral economics, the psychology of risk-taking, neuroscience, mindfulness, and complexity theory. Change management, ostensibly the craft of making change happen, is rife with myth, pseudoscience, and flawed ideas from pop psychology. In Gibbons’ view, change management should be “euthanized” and replaced with change agile businesses, with change leaders at every level. To achieve that, business education and leadership training in organizations needs to become more accountable for real results, not just participant satisfaction (the “edutainment” culture). Twenty-first century change leaders need to focus less on project results, more on creating agile cultures and businesses full of staff who have “get to” rather than “have to” attitudes. To do that, change leaders will have to leave behind the old paradigm of “carrots and sticks,” both of which destroy engagement. “New analytics” offer more data-driven approaches to decision making, but present a host of people challenges—where petabyte information flows meet traditional decision-making structures. These approaches will have to be complemented with “leading with science”—that is, using evidence-based management to inform strategy and policy decisions. In The Science of Successful Organizational Change , you'll learn: How the VUCA (Volatile, Uncertain, Complex, and Ambiguous) world affects the scale and pace of change in today’s businesses How understanding of flaws in human decision-making can help leaders guide their teams toward wiser strategic decisions when the stakes are largest—including “when to trust your guy and when to trust a model” and “when all of us are smarter than one of us” How new advances in neuroscience have altered best practices in influencing colleagues; negotiating with partners; engaging followers' hearts, minds, and behaviors; and managing resistance How leading organizations are making use of the science of mindfulness to create agile learners and agile cultures How new ideas from analytics, forecasting, and risk are humbling those who thought they knew the future–and how the human side of analytics and the psychology of risk are paradoxically more important in this technologically enabled world What complexity theory means for decision-making in the context of your own business How to create resilient and agile business cultures and anti-fragile, dynamic business structures To link science with your "on-the-ground" reality, Gibbons tells “warts and all” stories from his twenty-plus years consulting to top teams and at the largest businesses in the world. You'll find case studies from well-known companies like IBM and Shell and CEO interviews from Nokia and Barclays Bank.

As the business context evolves more rapidly, driven by accelerating technological, political, and social change, an increasing strategic priority for business leaders is how to enact large-scale organizational change. Even companies that are current industry leaders are vulnerable to disruption. Company leaders need to watch over their shoulder for—and transform the company in anticipation of—the next disruption. Mastering the Science of Organizational Change summarizes the work of the BCG Henderson Institute and its fellows and ambassadors over several years to develop a more scientific approach to change. Hundreds of companies are analyzed in the book’s discussion on how to beat the odds in large-scale change management using an evidence-based approach—a large-scale analysis of what approaches actually work in which circumstances. Part 1 of the book reviews the imperatives for self-disruption. The second part elaborates on how to manage the process of change. Finally, Part 3 discusses how organizations can take change to the next level.

Awaken, mobilize, accelerate, and institutionalize change. With a rapidly changing environment, aggressive competition, and ever-increasing customer demands, organizations must understand how to effectively adapt to challenges and find opportunities to successfully implement change. Bridging current theory with practical applications, Organizational Change: An Action-Oriented Toolkit, Third Edition combines conceptual models with concrete examples and useful exercises to dramatically improve the knowledge, skills, and abilities of students in creating effective change. Students will learn to identify needs, communicate a powerful vision, and engage others in the process. This unique toolkit by Tupper Cawsey, Gene Deszca, and Cynthia Ingols will provide readers with practical insights and tools to implement, measure, and monitor sustainable change initiatives to guide organizations to desired outcomes.

"Facilitating Organization Change" hilft Ihnen, die Dynamik des Wandels in einem komplexen System zu verstehen und diese Kräfte gezielt zu nutzen. Dieses Buch nennt neue Perspektiven, Methoden und Techniken zur Wiederbelebung von Unternehmen. Es erläutert auch die Muster die das Unternehmensverhalten steuern und zeigt, wie man sich diese Einsichten zunutze macht, um den Unternehmenswandel effektiver voranzutreiben.

This text provides a practical model for organizational change professionals, senior business analysts, project and program management leaders, and executives to follow in developing and executing any important change initiatives or major enterprise transformation efforts.

Change processes in organizations are time consuming, expensive, and often don’t create the intended results. This book creates a new way for leaders to relate to change from a place of deeper understanding. Based on years of research, consulting, and teaching, the models and frameworks described in this book have been applied successfully in organizations such as Johnson & Johnson, AT&T, IBM, Facebook, Charles Schwab & Company, and Accenture. The book provides breakthrough thinking to leaders who find themselves in the chaos of multiple, high amplitude changes that cannot be managed from an autocratic or even a participative mindset. The successful transformation of a human system does not require that people change who they are so much as it requires they become more of who they are—more like themselves. Change does not require new step-by-step models offered by an outside expert. It requires teaching people how to become model builders. As a result of this deeper transformation of mindset, not only will people in the organization be able to manage the particular change crisis facing them in the moment, they will develop a new relationship to change so that strategic thinking and breakthrough business outcomes become part of the organizational norm. This book will primarily appeal to experienced leaders, senior managers, and change agents who have learned that the textbook recipes for initiating or responding to change don’t work. It is also useful supplementary reading for students of organizational studies and leadership.

This book is the fruit of more than 30 years, of the author experience, in organizational consultation in many and different kinds of organizations: private and public, small and big, in situations of crisis, growth, and mergers. The book "Mastering Organizational Change: Theory and Practice"consists the main subjects for anyone who is interested in leading change and innovation successfully, be it managers, leaders, students and private entrepreneurs. We are, to-day, experiencing turbulent, competitive, and uncertain global environment. The ability to rapidly change, be innovative and competitive has become crucial factors for organizations survival, growth and ever-lasting existence.