Starts with One, It: Changing Individuals Changes Organizations

Features

• Cover Type: Hard Cover with 192 pages
• Published by: Wharton School Publishing
• Edition: 2nd Edition January 20, 2008
• Written in: English
• ISBN 10 Number: 0132319845
• ISBN 13 Number: 978-0132319843
• Book Dimensions: 9.1 x 6.3 x 1 inches
• Weighs: 11.2 ounces

Product Review
"Every executive in search of strategic change should examine Black and Gregersen's innovative approach to achieve breakthrough strategic change." -- Stephen R. Covey, author of

"Few things add greater value than effectively leading strategic change. Few books show you how to do it better" -- Dave Ulrich, author of

"For any executive this is an great roadmap for leading strategic change!" -- J.W. Marriott, Jr., Chairman and CEO, Marriott International, Inc.

From the Foreword to the book: "Leading Strategic Change delivers essential methods that managers can employ" -- Clayton M. Christensen, Robert & Jane Cizik Professor of Business Administration, Harvard Business School --This text refers to an out of print or unavailable edition of this title.

Product Description
Systematically shows how to make the most important change of all: redrawing individuals' mental maps with new destinations and paths. Includes real-world case studies offering executives a profound new start to finish strategy for helping others redraw their mental maps unleashing their power to deliver superior, sustained strategic change. --This text refers to an out of print or unavailable edition of this title.

Reader Reviews
This review is from: Leading Strategic Change: Breaking Through the Brain Barrier (Paperback) With a wonderful presentation format and very engaging writing style, this book informs and guides leaders who want to roll out change initiatives in their organizations. Critically, it provides information on the most important steps to take, how to build momentum, and the variety of issues that prevent your desired change from happening. This book will prove most useful when there's a good idea, someone wants to champion it, you (as the leader) want it to happen, and you need to know what to do next. The only real thing that I'd like to have seen was a few more examples of real-world cases where change failed surprisingly due to not following the steps. Sometimes knowing the smoke signals to look for is important as knowing the success metrics to track.