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The author opens this book with a discussion of the common errors people make in trying to implement organizational change. He then goes on to counteract those errors with his eight-stage process for implementing effective and sustainable change: 1) Establishing a sense of urgency; 2) Creating the guiding coalition; 3) Developing a vision and strategy; 4) Communicating the change vision; 5) Empowering a broad base of people to take action; 6) Generating short-term wins; 7) Consolidating gains and producing even more change; and 8) Institutionalizing new approaches into the culture. The first four stages are intended to defrost a hardened status quo, the next three introduce many new practices, and the final stage grounds the changes into the corporate culture and helps them stick. This book is a comprehensive approach to change management and highly recommended for anyone undertaking a major change effort within an organization.
13 of 13 people found this review helpful
I'd read the hard copy of this several times and wanted to refamiliarise myself with the content before working with a client interstate. I listened to the audiobook on the 13-hour drive to the event and found it clear, engaging and easy to recall (although can't say if that would have been the case if I hadn't already been familiar with the material).
This remains for me one of the benchmark texts on organisational change and I recommend it to anyone with an interest in that area.
6 of 6 people found this review helpful
Would you consider the audio edition of Leading Change to be better than the print version?
For any cynics - all your critisism of leaders who fail - are justified in this book - which is the how to for change that the big egos never read
Essential for anyone - who is committed to create lasting cultural change in an organisation
2 of 2 people found this review helpful
What did you like best about Leading Change? What did you like least?
Some good ideas like the structured approach. Some titles a little confusing until they are explained. For example; developing a sense of urgency for something that is going to take 2 years is not what I call urgent. This actually is about linking the consequences of change to pay and rations or other things that will make people take notice and keep focus.
It did get a bit boring and repetitive. This is often the norm for business books. Good idea repeated endless times.
How would you have changed the story to make it more enjoyable?
What three words best describe Oliver Wyman’s voice?
Even toned and OK to listen to
Do you think Leading Change needs a follow-up book? Why or why not?
No. You flogged the subject enough already.
1 of 1 people found this review helpful