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Big Change
A 10-Step Plan to Lead Large Organizational Transformations from the Inside
When you have to make big changes at work, really big changes, where do you turn? Organizations usually bring in the high-priced consultants, but the trouble begins when these outsiders try to implement the changes they recommend. Management consultant Steve Pinkus, a 20-year veteran in the business of change management and project management, explains how you can implement the pros’ advice yourself, if you follow his step-by-step plan.
book specs
6” x 9” 224 pgs.
price
$24.95 (Paperback)
$9.99 (eBook)
ISBN
978-1-988025-00-1 (Paperback)
978-0-988025-01-8 (eBook)
Praise
“Big Change” provides a practical and thorough guide for those courageous leaders who are undertaking a major organizational transformation. Based on extensive experience and solid project and change research, Steve describes common pitfalls and solutions so that these types of projects have a better chance for success. Easy-to-read writing and real-life stories make this an enjoyable and hugely helpful book.
Debbie FischerCorporate Director and Executive in ResidenceRotman School of Management
After having worked with Steve Pinkus for a number of years—on some very large and challenging client projects—I can say that he truly understands what it takes to make big transformation initiatives a success. He has a strong mastery of the big picture issues while also recognizing how the “little” things are of such high importance to ensure positive outcomes. Steve’s approach, as outlined in this book, is a winner and should be mandatory reading for every senior executive and project manager undertaking any type of large (and small) transformations.
Steve LitwinPresidentLitcom
Lots of authors talk about change management; Steve pragmatically defines it. His ten steps show you how to manage large, transformational changes—so that they stick.
Calvin CarrI&IT PMOMetrolinx
Steve writes the way he speaks, and when he has something to say you listen! Not afraid to tell truth to power, he conveys the critical elements of big change through a ten-step guide of specific actions, examples, and signposts. Ever the consummate consultant, Steve knows that the best way for big change to succeed is for individuals, teams, and organizations to undertake the work from the “inside-out.” Written in strong, decisive words, his practical guide to making change stick is an essential read.
Catherine DawCMC, Senior Vice-PresidentWatershed CI
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Excerpt
Change management is all the rage these days. There are many books and articles written on the subject and many brilliant practitioners and gurus explaining how every change must consider the ‘people’ element of change. Many organizations have been adding staff and hiring a myriad of consultants to help them address change in all the work they do. This book isn’t about managing all organizational changes. It’s about managing the really big changes—the ones I call major organizational transformations. ‘Transformation projects’ significantly change business processes, people processes, and/or major technological capabilities. Typically, they will make or break organizations. Sometimes they are created to help the organization survive. Other times they are created to grow the business or change its strategic direction. Ultimately, they are about organizational survival, whether now or in the future. Some examples are:
- a merger or acquisition
- major organizational restructuring because of required strategic changes
- major organizational restructuring as a result of downsizing or expansion
- a major enterprise technology change required to better operate or compete (e.g., Enterprise Resource Planning [ERP] implementation)
This book is about those make-or-break transformations that organizations have to get right, and about how to do them right. In my experience, there is a serious problem with how these organizational transformations are handled today. Before we turn to the subject of the book—how transformations can be managed and implemented more effectively and economically—consider these two examples, from my own experience, of what can go wrong.
