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Table of Contents
Machine generated contents note: 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
The highlights
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
Notes 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
The highlights
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
Highlights
Notes 07 Hiring resilient people
Introduction
Resilient organizations need resilient people
What makes people resilient?
Identifying and developing resilience
Eight ways to operationalize resilience
The highlights
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
Conclusions
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
Conclusion
Notes 10 Implications for key players
Implications for leaders
Implications for change agents Index.
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
The highlights
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
Notes 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
The highlights
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
Highlights
Notes 07 Hiring resilient people
Introduction
Resilient organizations need resilient people
What makes people resilient?
Identifying and developing resilience
Eight ways to operationalize resilience
The highlights
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
Conclusions
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
Conclusion
Notes 10 Implications for key players
Implications for leaders
Implications for change agents Index.