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.

That companies are able to manage a lasting change, they have to bring their employees in change projects. This book focuses on the most important aspects of the change management: What are critical success factors in the implementation of change processes? And how can employees be inspired for change with the help of change marketing? About the book: How to simplify the change process for your staff. Why change needs conflicts. Change marketing and innovation management. Change project management, organizational and process design. LIFO ®-charts and change-lexicon.

One of the biggest challenges facing organizations today is the ability to deliver the necessary change to sustain competitive advantage and adapt to economic and market environments. However, the gap between what organizations would like to deliver and their capabilities to do so is getting increasingly wide. Enterprise Change Management provides a practical roadmap for bridging this gap to help organizations build the sustainable capabilities to implement a portfolio of changes. Based on research on change performance from over 300 organizations and 400,000 data points over a 21-year period, Enterprise Change Management will help diagnose the root causes of the organizational change gap, manage demand for change and create the context for successful continuous change in the organization. This book introduces five core capabilities - adaptive leadership; executing single changes effectively; managing the demand for change; hiring resilient people and creating the context for successful change. Frameworks, processes and tools help readers assess change capabilities and then create a strategy to close the change gap and improve performance in their organization.

Managing Change in Organizations: A Practice Guide is unique in that it integrates two traditionally disparate world views on managing change: organizational development/human resources and portfolio/program/project management. By bringing these together, professionals from both worlds can use project management approaches to effectively create and manage change. This practice guide begins by providing the reader with a framework for creating organizational agility and judging change readiness.

The critical success factor for a business is the successful execution and management of its key business processes, and thus the need for business process management (BPM), which consists of tools, technologies, systems, standards, and methodologies for the capture, articulation, automation or orchestration, and optimization of business processes. Critical success factors help one to focus attention on major concerns and are always present for the organization to achieve a successful transformation. These success factors can be used in concert with strategic planning methodologies and have become an important area of study because more than half of the early reengineering projects failed to be completed or did not achieve bottom-line business results without the presence of these critical success factors. Business Process Reengineering is being used as a vehicle for re-aligning strategy, operations, and systems to deliver significantly increased financial results and customer satisfaction. It helps to find ways to do more with less, and provide a better product or service in a minimum amount of time, speed, quality, and cost. In one important way, though, reengineering differs from past incremental and analytic methods and allies itself with more suspect movements. In political terms, it more closely resembles a coup d'etat than a parliamentary democracy. Those applying the label "efficiency through reengineering" advocate the adoption of radical means to achieve corrective actions. This extremism offers seemingly instant relief from the pressure on corporate executives to show immediate improvements. It calls for discarding all existing institutions and reconstituting an organizationon the basis of completely fresh ideas; the new business model is expected to spring forth from the inspired insights of a new leadership team. This study has demonstrated that there are seven critical success factors that have emerged out of every successful business process reengineering transformation. They are the following factors: 1. Executive Level Support. 2. Strategic Alignment 3. Business Case for Change 4. Proven Methodology 5. Change Management 6. Line Ownership 7. Reengineering Team Composition These seven critical success factors are essential elements to the successful transformation process. Over time, many derivatives of radical, breakthrough improvements, and continuous improvements, have emerged that attempt to address the difficulties of implementing major change in corporations. It is difficult to find a single approach exactly matched to a particular company's needs, and the challenge is to know what method to use, and how to pull it off successfully so that positive business results are achieved.

As organizations strive to remain ahead of the competition, there will inevitably and often come the need for change. All successful organizations regularly use change to improve processes and increase performance. While these times of change can be a great opportunity for an organization, it also can be a time of stress and angst for all involved. Not all organizations are in a position to make these changes effectively and efficiently, and for many their efforts often fall short of the intended goals. Making Change Work: Practical Tools for Overcoming Human Resistance to Change was written to help organizations prepare for and successfully implement change. The price of a failed change effort can be steep, both monetarily and in a loss of credibility. Making Change Work will first provide tools to measure your organization’s readiness to change, helping make sure that the efforts will not be doomed to fail from the beginning. The book then provides many tools to apply sequentially and logically in order to gain acceptance of the change throughout the organization. In helping your organization make change successfully, Making Change Work addresses buy-in, acceptance, motivation, anticipation, fear, uncertainty, and all the other messy human considerations that cause change to fail in the real world.