Big Change: A Route-Map for Corporate Transformation Paperback - 1999

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From the Foreword: "Big change often redries taking momentous decisions ... and these decisions cannot be enacted incrementally. You cannot leap a chasm in two bounds." In an awe-inspiring read, Paul Taffinder seizes and pulls apart many of the conventional, but uncritical assumptions, of change - myths such as building consensus, the need for leadership vision, and the importance of conflict reduction. In doing so, he looks in detail at both the successes and failures of firms such as:
* IBM
* Novartis
* Revenue Canada
* ABB
* PTT Post
* Symcor
* Siemens Plessey
* Molson Breweries
* British Airways
* Sears Roebuck
* NASA
* Reckitt & Colman
* Metallgesellschaft
* Defence Evaluation & Research Agency
* Microsoft
The lessons of Big Change are both startling and profound. If you have ever asked yourself the questions:
* how do I kickstart transformation?
* how do I clear a path through the corporate mess of projects, initiatives and business-as-usual?
* how do I identify market discontinuities and grasp the new business opportunities they offer?
* when do I build new organizational values?
* how do I re-start change programmes that have stalled?
* how do I master change?
then this book will give you the answers.