Description
Book SynopsisWINNER OF BUSINESS BOOK OF THE YEAR 2018 (The Business Book Awards) Essential reading for CEOs and leaders of change. - Martin Davis, CEO, Kames Capital
88% of change initiatives fail. The Change Catalyst provides you with the insight, tools and know-how you need to make sure your next change, strategy or M&A is the one in eight that succeeds.
Whether you''re trying to change a process, a culture, a behaviour or an entire business, success demands complete clarity of what you are trying to achieve and why, followed by a clear plan to align your people to deliver. All change is about people, and one of the most important ingredients for successful change is the identification and appointment of a Change Catalyst. This is the person who can guide your organisation its people and its processes to the ultimate delivery of the outcomes your business needs.
The book takes you deep inside the culture and process of change to show you how to set
Trade Review
"A good book, well researched with a clear instruction to use it as a guide and a resource to assess what is the right option for your own organisation." (Irish Tech News, July 2017)
"The Change Catalyst is well-written and a pleasure to read. It is full of insight and anecdotes to help organisation transform for the better." (The Association of MBA's, June 2017)
"This is no ordinary business book. Easy to read and conversational, it leads an entertaining exploration of the subject of change." (thebiponline, May 2017)
Table of Contents
Acknowledgments xi
About the Author xv
Introduction 1
PART ZERO: Change Is Inevitable 9
PART ONE: Why 88% of Change Initiatives Fail 29
1 People Don’t Like Change 31
#1 reason why people resist change: fear of failure 35
#2 reason why people resist change: fear of the unknown 38
#3 reason why people resist change: fear of blame 40
#4 reason why people resist change: the comfort of victimhood 44
#5 reason why people resist change: the long-term gains don’t seem to be worth the short-term pain 49
#6 reason why people resist change: we need help but it is nowhere to be found, so we give up at the fi rst hurdle 50
2 Lack of Clarity Regarding What We are Trying to Achieve and Why 55
3 The Implications are not Fully Understood 71
4 An Obsession with Process over Outcomes 75
5 Inertia 81
6 The Project is Set Up to Fail 85
7 Poor Communications and Disingenuous Stakeholder Engagement 89
8 We Forget that Emotions Trump Logic Every Time 93
9 A Change-averse Culture 103
10 The Leadership Doesn’t Stay the Course 107
PART TWO: The Necessary Ingredients for Successful Change 113
11 A Change Catalyst to Drive Delivery 115
12 Clarity About What we are Trying to Achieve and Why 131
13 Detailed Understanding of the Implications of the Change 133
14 A Laser-like Focus on the Outcomes 139
15 A Change Process that Includes a 'Pause for Reflection' 143
16 Clear Governance and Thorough Planning 147
17 Genuine Engagement with People at all Levels of the Organisation 153
18 Identification of the Emotional Triggers 163
19 A Strong, Committed, Aligned and Unwavering Leadership Team 167
20 A Change-ready Culture 171
PART THREE: Culture Change 177
21 Cultural Intelligence 179
22 Instigating Change in a Foreign Culture 193
23 Understanding Your Organisation’s Culture 207
24 Teaching People to Walk in the Rain 211
PART FOUR: Getting Down to Business 225
25 Vision, Mission and Other Buzzwords 227
26 Values Schmalues 243
27 What Does a Good Strategy Look Like? 251
28 It’s the Delivery, Stupid! (Execution is Everything) 263
29 Where Are Your Walls? (Organisation Design) 271
30 Overcoming Complacency (The Innovator’s Dilemma) 279
31 What Does a Good Leader Look Like? 287
32 Building Extraordinary Leadership Teams 293
33 Your People 299
34 Case Studies 313
Tim Wallace and the iPipeline team: Transforming insurance 314
Michael Sheargold: Real estate Change Catalyst 321
Michael Gould and Anaplan: The UK’s newest unicorn 327
Unlocking the value of HR 335
Globalisation 345
35 The Change Toolbox 359
PART FIVE: And Finally, Tell 'em What You Told 'em 377
Index 385
