Table of Contents

1 Overview; About change; Why changes fail; Real life: Changing for the better at Nokia. 2 Origins; The reasons for change; Proactive and reactive change; Real life: Time for a change at M&S; The force field; Growing pains; Dealing with growth; Business evolution; Disturbing the equilibrium; Real life: Positive changes at HSBC; Doing nothing. 3 First steps; Defining success; Boundaries; Players; Recruiting key players; Communicating the need for change; Raising the heat; Real life: Raising the heat at Heineken; Persuasion. 4 Planning; Identify the options; Prioritisation; Constraints and obstacles; Dimensions of agreement; Set key milestones; The cost of change; Destructive and creative change; Contingency plans; The change team. 5 Culture; What is business culture?; Understanding your culture; Real life: Changing the culture of the BBC; Ways to change culture; The informal network; The role of top management; The role of middle management. 6 Communication; The importance of communication; Involvement; Real life: Involvement at Asda; Resistance; What do people want to hear?; Communication media; The human animal; Vision; Real life: A compelling vision for the ANC; Mind pictures. 7 After the change; Quick wins; Recognition and reward; Indicators of success; Real life: Dell: keeping up the ante; Keeping up the ante.

About the Author

Series Editor: Nigel Nicholson Nigel Nicholson, Professor of Organisational Behaviour at London Business School, is a leading international scholar of organisation and management and a recognised expert on people at work. His innovative teaching helps business leaders to improve by bringing in perspectives from philosophy, science and the arts. He has a particular interest in studying family businesses. Nigel writes regularly for the Times, Financial Times and Observer. He also contributes to radio programmes such as Today and PM, and has appeared on BBC and CNN. He has given keynote addresses to CEO conferences worldwide. Editor: N. Anand N. Anand is Assistant Professor of Organisational Behaviour at London Business School. He has also worked as a manager at Unilever in Mumbai. Educated in India and America, his academic publications cover subjects including organisational design, careers and creativity and market information. His particular interests are organisation theory and design, networked organisational forms and management in the creative industries.