"One of the challenges facing organizations is having the ability to bring about the change needed for sustainable competitive advantage in evolving economic and market environments. However, the gap between what organizations would like to deliver and their capabilities to do so, keeps widening. Enterprise Change Management attempts to bridge this gap; chapters cover adaptive leadership, how to execute single changes effectively, how to manage the demand for change, how to hire resilient people, and create the context for successful change. Based on research from over 20,000 people over a nineteen year period by the authors' company, Changefirst, this book helps senior HR, OD, and change professionals diagnose the root causes of the organizational change gap, utilize a framework for enhancing change capability, and raise employee engagement in change"-- Provided by publisher.

"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 wider. 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 20,000 people and 320,000 data points over a 19-year period, Enterprise Change Management will help you diagnose the root causes of the organisational change gap, manage demand for change and create the context for successful continuous change in your 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"-- Provided by publisher.

Includes bibliographical references and index.

Part I. Context and framework -- 01. Compelling case for building change capabilities -- Impact on organizations -- How organizational life changed -- The evolving idea of enterprise change management -- Why readers should continue reading -- Notes -- 02. Change capability building -- Introduction -- Agility is critical in today's environment -- What is enterprise change management? -- Deploying ECM -- How digital technology can accelerate ECM -- Assessing change maturity -- Concluding thoughts -- Notes -- Part II. The five capabilities -- 03. Creating the context for successful change -- Why creating context for change is so important in driving results -- Why a strong context for change is important to organizations -- What constitutes a context for change? -- How do we create and share the context for change? -- Concluding thoughts -- Note -- 04. Managing the demand for change -- Introduction -- Wanting it to happen versus making it happen -- Perpetual loading -- Saying "no" makes things happen -- A prioritization process -- Concluding thoughts -- Notes -- 05. Executing single changes -- Why organizations require a consistent approach to change -- What options organizations have when they decide to utilize a methodology -- What change management content should be in a methodology -- The role of change tools in organizational change -- Concluding thoughts -- Notes -- 06. Adaptive leadership -- Introduction -- Core leadership -- Adaptive change leadership behaviours -- Concluding thoughts -- Notes -- 07. Developing resilient people -- Introduction -- Resilient organizations need resilient people -- What makes people resilient? -- Identifying and developing resilience -- Eight ways to operationalize resilience -- Concluding thoughts -- Notes -- Part III. How organizations learn to change -- 08. Cultures that leverage capabilities -- High-level understanding of organizational culture -- Why culture is important when building change management capabilities -- Organizational lifecycles and their effect on building change capabilities -- Characteristics of cultures that successfully build capabilities -- Potential mitigation strategies if the culture is unsupportive -- Concluding thoughts -- Notes -- 09. Learning and embedding capabilities effectively -- Making sure people in the organization have the right skills and tools -- Encouraging learning by doing -- Delivering learning "just-in-time" -- Linking learning to application -- Measuring the effectiveness of learning -- Digital transformation -- Footnote on learning and adapting to change -- Concluding thoughts -- Notes -- 10. Implications for key players -- Implications for leaders -- Implications for change agents -- Index.

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