By creating a fictional company supported by actual situations encountered by him, during the many change and transformation interventions that he has been led and been a part of, the author, Lalit Jagitani has presented practical wisdom without compromising the confidentiality of the organisations. His storytelling narrative seen through the lens of a change agent enables sharing of lived content and nuances making this genre a powerful and entertaining way to transfer tacit knowledge. WHEN CHANGE HAPPENS…A Story of Organisational Transformation provokes reflection and opportunities that are enduring and enable the reader to come to real grips with the daunting task of mastering techniques to usher change.

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.

Business transformation typically involves a wide range of visualisation techniques, from the templates and diagrams used by managers to make better strategic choices, to the experience maps used by designers to understand customer needs, the technical models used by architects to propose possible solutions, and the pictorial representations used by change managers to engage stakeholder groups in dialogue. Up until now these approaches have always been dealt with in isolation, in the literature as well as in practice. This is surprising, because although they can look very different, and tend to be produced by distinct groups of people, they are all modelling different aspects of the same thing. Visualising Business Transformation draws them together for the first time into a coherent whole, so that readers from any background can expand their repertoire and understand the context and rationale for each technique across the transformation lifecycle. The book will appeal to a broad spectrum of readers involved in change, whether that is by creating change models themselves (strategists, architects, designers, engineers, business analysts, developers, illustrators, graphic facilitators, etc.), interpreting and using them (sponsors, business change managers, portfolio/programme/project managers, communicators, change champions, etc.), or supporting those involved in change indirectly (trainers, coaches, mentors, higher education establishments and professional training facilities).

This text explores the experiences of tempered radicals. These are people who want to become valued and successful members of their organisations without selling out on who they are and what they believe in.

Organizational Transformation for Sustainability: An Integral Metatheory offers some innovative answers to the big questions involved in organizational sustainability and the radical changes that organizations will need to undergo as we move into the third millennium. This new approach comes from the new field of integral metatheory.

In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change.

An innovative communication method for making change happen in any organization Getting Change Right presents a new view of leadership communication that says change doesn't flow top-down, bottom-up, or sideways, but inside-out. This is how change spreads through a complex system successfully-the other options are force or failure. Based on years of experience with organizations around the world, change expert Kahan presents a new model of communication, one that moves from a transactional view of information exchange to a collaborative construction of shared understanding. When the right people are having the right conversations and interactions, then they act in concert even though the situations they confront independently are impossible to predict or coordinate. This dynamic practitioner's guide to implementing change Presents the innovative co-creation communication model for creating change Reveals how communicating with a company's most valuable players is at the heart of organizational change Draws on the author's wealth of experience with Fortune 100 companies, leading government agencies, and associations Getting Change Right offers business insights and field-tested, practical techniques that can be put to work immediately.