Exploring Strategic Change

Exploring Strategic Change is the third book to be published in teh Johnson/Scholes Exploring Corporate Strategy series. The series aims to expand the coverage of issues in Exploring Corporate Strategy by providing further depth and/or focusing on specific issues or sectors. Like the main book, this is done in a practical and applied way while drawing on best practice from researchers, writers and practitioners.

This book expands on the strategic change issues covered in Exploring Corporate Strategy. It focuses upon the implementation of strategic change rather than strategy formulation. The book can be used as a stand-alone text, or to complement Exploring Corporate Strategy.

Features:

• Presents a framework, The Change Kaleidoscope, which can be used to considert the most appropriate implementation approach for a particular context.
• Offers guidance on the management of transition.
• Brings together strategic management and human resource change management techniques.
• Draws on a variety of case studies to illustrate the central themes.
  

1. Exploring Strategic Change: An Introduction
1. Introduction
2. The Nature of Organizational Change
3. Context-Specific Change
4. Managerial Skills for the Change agent: Analysis, Judgement and Action
5. Personal Skills for Change Agents
6. A Formulaic Approach to Change Design: A Dangerous Route
7. Context-Sensitive Change: A Safer Route?
8. The Transition State: Design and Management
9. Putting the Jigsaw Together: A Change Flow Chart
10. Summary
2. Understanding Implementation Choices: The Options to Consider
1. Introduction
2. Change Path
3. Change Start Point
4. Change Style
5. Change Target
6. Change Roles
7. Change Levers
8. Summary
3. Analyzing the Change Context: The Change Kaleidoscope
1. Introduction
2. The Perils of Formulaic Change
3. The Change Kaleidoscope
4. Time
5. Scope
6. Preservation
7. Diversity
8. Capability
9. Capacity
10. Readiness
11. Power
12. Summary
4. Analyzing the Change Context: Making Change Judgements
1. Introduction
2. Case Study: WH Smith News
3. Case Study: an NHS Trust
4. Case Study: Hewlett-Packard
5. Case Study: Lendco – a Retail Bank
6. Case Study: Glaxo Pharmaceuticals
7. Summary
5. Designing the Transition: The Implementation Path
1. Introduction
2. The Three Change States: The Current, the Future and the Transition
3. The Future State: Developing a Vision
4. Barriers to Change
5. Designing the Transition State: The Organization Level
6. Facilitating Personal Transitions: The Individual Level
7. Designing and Sequencing Levers and Mechanisms
8. Key Questions to Consider When Designing Infreeze, Move and Sustain
9. Sumnmary
6. Designing the Transition: Levers and Mechanisms
1. Introduction
2. Communication During Change
3. Verbal Communication
4. Symbolic Activity
5. Linking Communication to Design Choices
6. Managing Resistance and Politics
7. Building New Human Resource Management Systems
8. Linking HRM Systems and Design Choices
9. Sumnmary
7. Managing the Transition: Resourcing and Monitoring
1. Introduction
2. Managing the Transition
3. Designing Change Outcomes and Monitoring Mechanisms
4. Role Management
5. Summary
8. Concluding Comments
1. Introduction
2. The Change Flow Chart
3. The Complexities of Change
4. In Summary: Change Agency in the Twenty-First Century
9. Appendices
1. The Cultural Web
2. The People Process Model
3. Stakeholder Analysis

The best book on change that I've ever read. Considering the authors, I shouldn't be surprised. Recommended.