Harvard Review

HBR's 10 Must Reads on Change Management (including featured article “Leading Change,” by John P. Kotter)

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Most company's change initiatives fail. Yours don't have to.If you read nothing else on change management, read these 10 articles (featuring “Leading Change,” by John P. Kotter). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you spearhead change in your organization.HBR's 10 Must Reads on Change Management will inspire you to:— Lead change through eight critical stages— Establish a sense of urgency— Overcome addiction to the status quo— Mobilize commitment— Silence naysayers— Minimize the pain of change— Concentrate resources— Motivate change when business is goodThis collection of best-selling articles includes: featured article ""Leading Change: Why Transformation Efforts Fail"" by John P. Kotter, ""Change Through Persuasion,"" ""Leading Change When Business Is Good: An Interview with Samuel J. Palmisano,"" ""Radical Change, the Quiet Way,"" ""Tipping Point Leadership,"" ""A Survival Guide for Leaders,"" ""The Real Reason People Won't Change,"" ""Cracking the Code of Change,"" ""The Hard Side of Change Management,"" and ""Why Change Programs Don't Produce Change.""
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    Ina Risnantymembuat kutipan4 tahun yang lalu
    In successful transformations, the chairman or president or division general manager, plus another five or 15 or 50 people, come together and develop a shared commitment to excellent performance through renew
    Ina Risnantymembuat kutipan4 tahun yang lalu
    If the renewal target is the entire company, the CEO is key. If change is needed in a division, the division general manager is key. When these individuals are not new leaders, great leaders, or change champions, phase one can be a huge challenge.
    Ina Risnantymembuat kutipan4 tahun yang lalu
    Compared with other steps in the change process, phase one can sound easy. It is not. Well over 50% of the companies I have watched fail in this first phase. What are the reasons for that failure? Sometimes executives underestimate how hard it can be to drive people out of their comfort zones. Sometimes they grossly overestimate how successful they have already been in increasing urgency.

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