Financial Times Briefing: Change Management

Author(s): Richard Newton

Behaviour Management

A concise and pithy reference guide that gives senior managers and executives powerful, practical and accessible guidance on everything they need to know about change management to get the right results for their business. This book provides senior managers and executives with the powerful, coherent, practical and accessible guidance they need to drive value-adding change in their business. Encompasses what that level of management need to know, with sufficient theory, but primarily concrete guidance on achieving change. Structured in the series format of the Financial Times Briefing series, concise, pithy and to the point, these books offer: * Powerful, practical advice to help executives make essential business decisions. * A concise and focused overview to give executives the crucial information they need.* Special design to help busy business leaders get the knowledge they need, fast.

Product Information

Richard Newton runs a niche consultancy Enixus (, specialising in helping companies to improve their capabilities to deliver projects and change. Richard has many years of consulting experience. Richard has also written The Project Manager, Managing Change Step by Step and The Management Consultant. He has also authored an MBA textbook The Practice and Theory of Project Management: Creating Value through Change (2008 Palgrave Macmillan).

Table of Contents Part 1 In Brief 1 The executive precis: the challenge, risk and opportunity of change 2 What is it? What do I need to know? Key terms and concepts 3 Why do it? a. Why bother? b. Risks c. Costs d. Rewards 4 Who's doing it? Who has done it? a. Real life examples b. What do success and failure look like? Part 2 In Practice 5 How to do it a. Step by step guide 6 How to justify it: developing a business case for change 7 How to manage it 8 How to measure it 9 How to talk about it 10 Situation characteristics: how to tailor your approach depending on the situation Part 3 Intervention 11 Executive intervention a. What is my role? b. What should I measure and monitor? c. What questions should I ask, and who should I ask? d. When is my intervention needed? e. What levers do I have? When should I pull them? f. What are the make or break decisions? g. How do we know when we've succeeded or failed? When is it over? Part 4 In depth Resources Weblinks Sites Consultants Courses

General Fields

  • : 9780273736196
  • : Pearson Education Limited
  • : Financial Times Prentice Hall
  • : 0.36
  • : November 2010
  • : 240mm X 170mm
  • : United Kingdom
  • : January 2011
  • : books

Special Fields

  • : Richard Newton
  • : Paperback
  • : 1
  • : 658.406
  • : 160