A critical area of competitive advantage is the ability of organizations to lead rather than follow changes in the market. This means having the ability to roll out the right changes quickly and reliably in a way that delivers a return on investment. Managing Organizational Change brings together all the different roles and functions within an organization that a leader has to manage effectively to ensure successful and sustainable organizational change. Centred around the Cycle of Change Model, it provides a practical yet reflective overview of the four things you have to have (culture, capacity, commitment and capability) and the six things you have to do (direct, drive, deliver, prepare, propagate and profit). It explains which type of resources you need in order to achieve long term change, which tasks, roles and activities need to be in place and crucially, how to lead during a time of great unease.

Managing Organizational Change will help you deliver better outcomes, reflect on what your organization needs to do better and ensure change is embedded throughout your organization.

Online supporting resources for this book include downloadable appendices to supplement several chapters.

�ber die Autorin bzw. den Autor

Helen Campbell is the co-founder and Global Vice President of the Change Management Institute and and is responsible for global Accreditation and Education. She has over 20 years experience in consulting and leadership in the UK and Australia and in addition to being a guest lecturer at University of Sydney, she is frequently invited to speak at conferences and expert panels. Through her company Catalyst Business Solutions Pty Ltd, she has led numerous change projects with clients including Ernst & Young, BT Financial Group, British Telecom, Sydney Water, NatWest Bank and Westpac.

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