| Description |
1 online resource (1 volume) : illustrations |
| Note |
"Management handbooks for results"--Cover |
|
"A Productivity Press book"--Cover |
|
Includes index. |
| Contents |
Introduction to innovative change management -- the AS/IS environment -- Important background -- Leading by example -- The innovative manager -- Introduction to innovative change management tools and methodologies -- Rewards and recognition -- Project change management and culture change management tools and methodologies -- Suggestion programs -- Project change management introduction -- Project change management tools and methodologies -- Setting the stage for project change management -- Summary -- Culture change management introduction -- Culture change management process -- Culture change management tools and methodologies -- Culture change management summary -- Innovation change management summary. |
| Summary |
"Innovative Change Management (ICM) represents the accumulated wisdom and knowledge of one of the world's foremost performance improvement specialists. It includes a clear and thorough explanation of the necessary critical tools for creating a system that results in much higher percentage of your initiatives being successful projects. Studies conducted by organizations such as Gartner, Ernst & Young, and Harrington Management Systems indicate that on average less than 25% of the innovative projects our successful. Through the effective use of the ICM methodology you can turn thousands of lost employee hours into millions of dollars in increased profit. As a progressive manager, you probably have already invested millions of dollars in improvement methodologies like Six Sigma, Reengineering, ISO 9000, and Quality Management Systems. Most likely some of these have been successful, but not as successful as you projected they should have been. To make matters even worse, the performance improvement changes that have been implemented have never shown up in the bottom line where the real value of management is finally measured. In most cases the potential benefits of the program are not realized because the people that need to implement the concepts did it under duress because they were not convinced that it was going to be beneficial to them personally. Through the effective use of ICM your skeptical employees will move from the skeptical phase, to the acceptance phase, and finally into the commitment phase. Eventually ICM will help turn activities into behaviors and behaviors into habits that all the organization and stakeholders will benefit from. This book unveils to the reader for the first time how ICM combines project change management, culture change management, and project management concepts to create an effective and innovative organization. These concepts combined together result in homogeneous improvements in performance improvement and cultural change. The book outlines a step-by-step procedure designed to apply ICM to complex programs like process redesign and supply chain management as well as to simple ones like relocation of offices. It also provides field-tested change methodologies to help you systematically include change into your strategic management plan. You'll find in this book a systematic easy-to-follow recipe for: How to set the stage for ICM. How to develop a new management style that encourages innovation. How to develop and implement a Project Change Management methodology to support the project management methodology How to develop a cultural change management program. How to reward and recognize the innovation activities generated by your employees. Making ICM an important part of the strategic plan. How to help employees understand the career-enhancing aspects of change How to maximize your organization's ROC (Return on Change) To date, most of the activity related to change management focused on successfully implementing individual projects. Statistics indicate that this is not enough to keep up with today's rapid changing innovative competition. Most profitable organizations are working diligently on increasing their innovation capabilities. This is requiring a completely new restructured management style and behavioral patterns that are foreign to most of today's successful managers. For example, our old management style focused on elimination of all errors and the new system accepts errors as a necessary learning experience. "--Provided by publisher. |
| Subject |
Organizational change.
|
|
Corporate culture.
|
|
Organizational Innovation |
|
Organizational Culture |
|
Changement organisationnel. |
|
Culture organisationnelle. |
|
Corporate culture |
|
Organizational change |
| Other Form: |
Print version: Harrington, H.J. (H. James). Innovative change management (ICM). Boca Raton, FL : CRC Press, [2018] 9780815370789 (DLC) 2017050223 (OCoLC)1011544219 |
| ISBN |
9781351248556 |
|
1351248553 |
|
9781351248532 |
|
1351248537 |
|
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