This book introduces an innovative new digital approach to speed up cultural change in organisations and reduce failure rates through use of the Culture Acceleration Tool and Methodology (CATM). Including real life case studies, the book demonstrates the possibility of a higher success rate with organisational culture change management.

This book introduces an innovative new digital approach to speed up cultural change in organisations and reduce failure rates through use of the Culture Acceleration Tool and Methodology (CATM). Including real life case studies, the book demonstrates the possibility of a higher success rate with organisational culture change management.

From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.

A fully revised and updated installment from the bestselling author of The Oz Principle Series. Two-time New York Times bestselling authors Roger Connors and Tom Smith show how leaders can achieve record-breaking results by quickly and effectively shaping their organizational culture to capitalize on their greatest asset-their people. Change the Culture, Change the Game joins their classic book, The Oz Principle, and their recent bestseller, How Did That Happen?, to complete the most comprehensive series ever written on workplace accountability. Based on an earlier book, Journey to the Emerald City, this fully revised installment captures what the authors have learned while working with the hundreds of thousands of people on using organizational culture as a strategic advantage.

Leading Culture Change: What Every CEO Needs To Know is a practical guide for top leaders who are faced with the challenge of shaping their culture to create long term, sustainable value. Culture is changeable—but only with CEO sponsorship and a methodical, best practices approach. Author Christopher S. Dawson draws on 25 years of experience as an organizational consultant in a variety of industries to delineate five critical success factors, without which culture change is unlikely to occur. He offers practical tools and approaches to facilitate culture change, in addition to an overall framework that acts as a yardstick for seasoned and new top leaders. The book provides a "red-yellow-green" level of urgency tool for determining the degree of organizational effort required to address the gap between strategy and culture; a roadmap for culture change; and more. After describing how to effect change, the text describes frequent scenarios, providing guidelines, an in-depth case example, and lessons for top leaders. Finally, the book outlines four essential leadership competencies—dual-horizon vision; self-awareness; team leadership; and source of inspiration—based on the requirements for leaders of any transformation. This book is an ideal guide for today and tomorrow's top leaders—as well as a valuable supplement to management consultants' and human resource executives' professional training.

Diagnosing and Changing Organizational Culture provides a framework, a sense-making tool, a set of systematic steps, and a methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. Authors, Cameron and Quinn focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. The authors also provide instruments to help individuals guide the change process at the most basic level—culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives.

A new, fully revised edition. The culture of an organisation can mean the difference between success and failure. Leaders cast long shadows, and if you want to change the culture you have to walk the talk. This book shows you how. Walking the Talk covers everything from measuring corporate culture to changing people's behaviour (including your own) and describes in detail six archetypes of company culture: Achievement, Customer-Centric, One-Team, Innovative, People-First and Greater-Good. Packed with fascinating examples and case histories, and drawing extensively on Carolyn Taylor's twenty years' experience of building great cultures, it will give you the confidence to build a culture of success in your own organisation.