Implementing Strategic Change

Managing Processes and Interfaces to Develop a Highly Productive Organization

Business & Finance, Management & Leadership, Planning & Forecasting, Management
Cover of the book Implementing Strategic Change by Daniel Samson, Tom Bevington, Kogan Page
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Author: Daniel Samson, Tom Bevington ISBN: 9780749465551
Publisher: Kogan Page Publication: April 3, 2012
Imprint: Kogan Page Language: English
Author: Daniel Samson, Tom Bevington
ISBN: 9780749465551
Publisher: Kogan Page
Publication: April 3, 2012
Imprint: Kogan Page
Language: English

One of the key success factors for any organization is effective strategic change - to ensure adaptability and increase productivity. Despite its importance, most change management projects fail or only partly deliver on their promise, the missing link often being the conflict between boardroom strategic initiatives and the working process design of the company. Implementing Strategic Change shows that most of this conflict occurs during interfacing activity - the seemly small activities such as chasing, following up and seeking permission to proceed that help drive a process forward can make up to 80% of many employees workload. This book will show that business strategy and change implementation rely on deep and close process knowledge and help develop the framework for understanding and improving these activities in any organization.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

One of the key success factors for any organization is effective strategic change - to ensure adaptability and increase productivity. Despite its importance, most change management projects fail or only partly deliver on their promise, the missing link often being the conflict between boardroom strategic initiatives and the working process design of the company. Implementing Strategic Change shows that most of this conflict occurs during interfacing activity - the seemly small activities such as chasing, following up and seeking permission to proceed that help drive a process forward can make up to 80% of many employees workload. This book will show that business strategy and change implementation rely on deep and close process knowledge and help develop the framework for understanding and improving these activities in any organization.

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