Surviving Corporate Transition

Using numerous examples from businesses that have successfully undergone transition, this invaluable volume presents step-by-step strategies for reducing the human costs involved and tells managers what to expect, giving them practical suggestions for actions.

The best-selling guide for coping with changes in life and work, named one of the 50 all-time best books in self-help and personal development Whether you choose it or it is thrust upon you, change brings both opportunities and turmoil. Since Transitions was first published, this supportive guide has helped hundreds of thousands of readers cope with these issues by providing an elegantly simple yet profoundly insightful roadmap of the transition process. With the understanding born of both personal and professional experience, William Bridges takes readers step by step through the three stages of any transition: The Ending, The Neutral Zone, and, eventually, The New Beginning. Bridges explains how each stage can be understood and embraced, leading to meaningful and productive movement into a hopeful future. With a new introduction highlighting how the advice in the book continues to apply and is perhaps even more relevant today, and a new chapter devoted to change in the workplace, Transitions will remain the essential guide for coping with the one constant in life: change.

This stimulating reference enables companies and managers adjusting to new positions to cope with the difficulties associated with change and transition. Identifying the potential pitfalls that arise when moving into a new position and outlining ways to overcome them, this essay provides guidance to prevent failure and disruption for the new manager or executive. To make the complexities of transition more manageable, the process is split into three phases--Arriving, Surviving, and Thriving--and the different features of the leader's responsibilities at each stage are strategically analyzed.

From the New York Times-bestselling author of Quitter and Start comes the definitive guide to getting your dream job. When you don't like your job, Sunday isn't really a weekend day. It's just pre-Monday. But what if you could call a Do Over and actually look forward to Monday? Starting on the first day you got paid to scoop ice cream or restock shelves, you’ve had the chance to develop the four elements all great careers have in common: relationships, skills, character, and hustle. You already have each of those, to one degree or another. Now it’s time to amplify them and apply them in a new way, so you can call a Do Over on your career, at any age. You’ll need a Do Over because you’ll eventually face at least one of these major transitions: • You’ll hit a Career Ceiling and get stuck, requiring sharp skills to free yourself. • You’ll experience a Career Bump and unexpectedly lose your job, requiring strong relationships to survive. • You’ll make a Career Jump to a new role, requiring solid character to push through uncertainty and chaos. • You’ll get a surprise Career Opportunity, requiring dedicated hustle to take advantage of it. Jon Acuff’s unique approach will give you the resources to reinvent your work, get unstuck, and get the job you’ve always wanted!

This title was first published in 2001. This work features different companies and their change in situation between 1990 and 1997. The author focused on changes in each company's vertical integration; its integration with and relationship to its investor; changes in its human resource policies and the general handling of labour shedding; changes in its product range, production methods, product markets and competitive situation; and the regional effects of FDI and changes in the company's procurement policies. The study comprises mainly of manufacturing companies with a few construction companies included to examine issues arising from localized company operations.

In a working life of 35 years, a manager can expect to make at least 10 job changes - or transitions - where the demands for rapid business delivery and effective leadership will only increase with each new job. According to recent research, over 25 per cent of new leaders appointed from within fail within 18 months; the figure is closer to 40 per cent for new leaders appointed externally. The cost of this rate of failure is high, ranging from financial to performance to organizational disruption. This book identifies the sources of these failures and how to overcome them. The authors show that, whether the new leader has arrived as an external appointment or has been promoted internally, the experiences can be divided into three phases: Arriving, Surviving and Thriving. By analysing the different features of the leader's experience at each of these stages, the authors are able to provide a strategy for leaders to take charge and succeed in their new roles.