The 5 Forces of Change by Anthony Greenfield
This book is sub-titled ‘a blueprint for leading successful change’. It is a master-class on the competencies required to achieve effective organisational change.The introduction focuses on people issues and outlines the concept of the five forces involved in change management.
Thereafter, the subject is covered in two sections. The first covers the 5 forces - Certainty; Purpose; Control; Connection and Success. The second part is concerned with implementation. Four chapters cover Creating a Tipping Point; Preparing for Change; Implementing Change and Change Leadership.
The book is a manual which will guide a project manager through any form of organisational change. The process is well-structured and clearly expressed. Brief examples drawn from the author’s wide experience of differing organisations are introduced at every stage to clarify the importance of the subject matter. Each chapter concludes with a summary providing a useful aide-memoire and checklist.
A chapter on Preparing for Change easy-to-use survey outlines for assessing the capability of the organisation to adapt and the complexity of the proposed change project. These offer significant insight into where focus should be placed so that the anticipated benefits of change are realised.
Leading successful change is probably the most important and demanding competence in a manager’s role. This work provides an outstanding guide to managers charged with securing organisational change in today’s volatile business environment.
Reviewed by Andrew May FCMIPublished by MANAGEMENT BOOKS 2000 LTDISBN: 9781852526054 18/ Issue 2 March 2009
This book is sub-titled ‘a blueprint for leading successful change’. It is a master-class on the competencies required to achieve effective organisational change.The introduction focuses on people issues and outlines the concept of the five forces involved in change management.
Thereafter, the subject is covered in two sections. The first covers the 5 forces - Certainty; Purpose; Control; Connection and Success. The second part is concerned with implementation. Four chapters cover Creating a Tipping Point; Preparing for Change; Implementing Change and Change Leadership.
The book is a manual which will guide a project manager through any form of organisational change. The process is well-structured and clearly expressed. Brief examples drawn from the author’s wide experience of differing organisations are introduced at every stage to clarify the importance of the subject matter. Each chapter concludes with a summary providing a useful aide-memoire and checklist.
A chapter on Preparing for Change easy-to-use survey outlines for assessing the capability of the organisation to adapt and the complexity of the proposed change project. These offer significant insight into where focus should be placed so that the anticipated benefits of change are realised.
Leading successful change is probably the most important and demanding competence in a manager’s role. This work provides an outstanding guide to managers charged with securing organisational change in today’s volatile business environment.
Reviewed by Andrew May FCMIPublished by MANAGEMENT BOOKS 2000 LTDISBN: 9781852526054 18/ Issue 2 March 2009
