Book description
Of organizations that seek strategic change, 70% fail. In Leading Strategic Change,now in paperback, leading consultants J. Stewart Black and Hal B. Gregersen examine the core problem: organizations fail to change because individuals fail to change. Black and Gregersen identify the "brain barriers" that keep strategic change from success--failure to see, failure to move, and failure to finish--and offer a start-to-finish strategy for helping others change how they view their goals and the steps they must take to achieve them. This book systematically shows you how to implement the single change that makes all the others possible: redirecting individuals' ideas and expectations to be aligned with the new direction of the company.
Table of contents
- Title Page
- Copyright Page
- Contents
- Praise for Leading Strategic Change
- About Leading Strategic Change
- FINANCIAL TIMES PRENTICE HALL BOOKS
- Foreword
- Acknowledgments
- About The Authors
- Chapter 1 The Challenge Of Leading Strategic Change
- Chapter 2 Brain Barrier #1: Failure To See
- Chapter 3 The Keys To Seeing: Contrast And Confrontation
- Chapter 4 Brain Barrier #2: Failure To Move
- Chapter 5 The Keys To Moving: Destinations, Resources, And Rewards
- Chapter 6 Brain Barrier #3: Failure To Finish
- Chapter 7 The Keys To Finishing: Champions And Charting
- Chapter 8 Breakthrough Innovation And Growth
- Chapter 9 Leading Strategic Change Toolkit: Conceiving
- Chapter 10 Leading Strategic Change Toolkit: Believing
- Chapter 11 Leading Strategic Change Toolkit: Achieving
- Chapter 12 Getting Ahead Of The Change Curve
- Index
- Footnotes
Product information
- Title: Leading Strategic Change: Breaking Through the Brain Barrier
- Author(s):
- Release date: June 2003
- Publisher(s): Pearson
- ISBN: 0131303198
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