Change 2.0: Beyond Organisational Transformation

ISBN-13: 9783642096235 / Angielski / Miękka / 2010 / 188 str.

Joachim Klewes; Ralf Langen

Opis

Joachim Klewes is Senior Partner of Pleon and an associate professor at the Heinrich Heine University Duesseldorf. His over 25 years of expertise include major assignments in the fields of organisational consulting, corporate change and crisis management, as well as corporate communications. He is a founding partner of the opinion research institute com.X and a frequent writer, publisher and speaker. Ralf Langen is Managing Partner of Pleon Germany and European Head of Pleon s Change & Transformation Practice. He has been a communications management professional for more than 15 years both on the industry side and as a consultant. He specialises in change management, and crisis and issues management. He is also the founder and chairman of the European Centre for Reputation Studies (ECRS). Pleon is Europe's leading communications consultancy, creating and implementing strategies for private and public sector organisations around the world. The agency has 33 branded offices with more than 1,000 employees in 16 European countries and associate agencies in ten countries across Europe, the Middle East and Africa. Pleon was recently named "European Consultancy of the Year" by the Holmes Report. "Change before you have to" - the advice by Jack Welch, former CEO of industry giant General Electric, still holds true today. Even more so: organisations permanently have to face change, if they want to succeed economically. No small feat, given the high expectations that employees have in times of transformation towards their management. Staff cannot be entirely left out of the process, anymore. This hard-learned lesson is fairly well understood by now. But how should engagement be designed and carried out? This collection explores the different approaches to employee participation - from a practitioners' perspective. Consultants from Pleon, Europe's leading communications agency, as well as managers and academics share their experience with change communication and offer valuable insights on what engagement - if tackled correctly - can do for organisations: it adds to the internal trust and external reputation. "

Recenzje

From the reviews:

"This is a book about change ... . It's a collection of 14 articles including four case studies. ... 'a collection of articles intended to inspire those involved in the practical implementation of change'." (Rodney Gray, Strategic Communication Management, Issue 11, 2008)

Spis treści

Foreword: It’s all about the people, Acknowledgements - Part I: Incite - It may come as a surprise: Successful change, management is mainly a matter of letting it happen by Paul J. Kohtes - Accept change as a constant state - Dismantle obstacles - Get the current flowing again - Find your identity and change it constantly - Less method, more personality – Outlook.- The human factor in change processes: Success factors from a sociopsychological point of view by Marit Gerkhardt, Dieter Frey and Peter Fischer - Implementation strategies: Top-down or bottom-up? - Attitude patterns of the affected staff Causes and forms of resistance - Twelve success factors in change processes - Conclusion. - Accelerated change dynamics within the healthcare industry: Just a trend, or is there more to it? by Markus Pickel - High level of change dynamics within the healthcare industry - Why are change programmes more in demand today than ever before? - Portfolio – Process – People: The trinity of speed in change - A digression concerning the real power of corporate culture - Corporate communications as the mediator of change - Change communication as a key success factor for change - Structural prerequisites for change communication - Summary: Speed as a basis for change.- The power of ideas – Reputation management and successful change by Robert Wreschniok - Reputation, an acquirable good - Reputation management in change processes: Laws and regulations - An example from the financial sector – Conclusion. - Change management in alliances by Theresia Theurl and Eric Meyer - Building and managing alliances - The benchmark case: Continuous change - Change management in alliances – Considering the specifics - How to overcome the communication problem - How to overcome the competence problem - The role of contracts - Conclusion. - Part II: Insight - Winning people’s hearts and minds by Katrin Schwabe - The power of dialogue - Tools for successful dialogue - Cascading waves– ‘Time to people’ - Town hall meetings – Keeping stakeholders in the loop - CEO breakfast – Forming an alliance - Ambassador platforms – Supporting special agents - Kick-off events – Enabling many-to-many conversations - Business simulations – Practice ‘how to fly’ before taking-off - Engagement throughout - Impact of change communication - Start talking.- Use of multipliers in change communication: How credible personal communication can make change effective by Eike Wagner - What is the multiplier approach and what is it not? - Where does it apply in practice? - What is the role of multipliers? - How much time do multipliers need? - How to choose multipliers? - How to prepare multipliers? - How to integrate multipliers into communication activities? - How to measure the success of the multiplier approach? - Benefits - Lessons learned. - Why engagement matters – From command and control to collective learning via social software by Sabine Stecher - Engagement in change processes - Engagement – Ideology or a measurable strategy for success? - Level of engagement - Engagement and communication - Social software as an engagement tool in change processes - Social software as a work platform - Paradigm shift in corporate communication - 2.0 = Too much effort and 0 results? - Social software in change communication - Chances and risks of social software in change communication - Cultural bridges - Conclusion. - The importance and use of analyses in change management by Rainer Lang and Julia Zangls - Change controlling - Demands on the execution of change controlling - Staff and change controlling - Areas of application for change controlling - Evaluation at staff level - Quantitative and qualitative methods - Feedback systems - The ratio-oriented approach: The Change Scorecard - Improving the prospects of success in change – ‘Change Explorer’ - Outlook . - Part III: Inside - The quiet transformation of an ugly duckling:

O autorze

Joachim Klewes is Senior Partner of Pleon and an associate professor at the Heinrich Heine University Duesseldorf. His over 25 years of expertise include major assignments in the fields of organisational consulting, corporate change and crisis management, as well as corporate communications. He is a founding partner of the opinion research institute com.X and a frequent writer, publisher and speaker.

Ralf Langen is Managing Partner of Pleon Germany and European Head of Pleon’s Change & Transformation Practice. He has been a communications management professional for more than 15 years both on the industry side and as a consultant. He specialises in change management, and crisis and issues management. He is also the founder and chairman of the European Centre for Reputation Studies (ECRS).

Pleon is Europe's leading communications consultancy, creating and implementing strategies for private and public sector organisations around the world. The agency has 33 branded offices with more than 1,000 employees in 16 European countries and associate agencies in ten countries across Europe, the Middle East and Africa. Pleon was recently named "European Consultancy of the Year" by the Holmes Report and "Best Public Relations Agency" in The 2008 International Business Awards.  

Blurb

Joachim Klewes is Senior Partner of Pleon and an associate professor at the Heinrich Heine University Duesseldorf. His over 25 years of expertise include major assignments in the fields of organisational consulting, corporate change and crisis management, as well as corporate communications. He is a founding partner of the opinion research institute com.X and a frequent writer, publisher and speaker.

Ralf Langen is Managing Partner of Pleon Germany and European Head of Pleon’s Change & Transformation Practice. He has been a communications management professional for more than 15 years both on the industry side and as a consultant. He specialises in change management, and crisis and issues management. He is also the founder and chairman of the European Centre for Reputation Studies (ECRS).

Pleon is Europe's leading communications consultancy, creating and implementing strategies for private and public sector organisations around the world. The agency has 33 branded offices with more than 1,000 employees in 16 European countries and associate agencies in ten countries across Europe, the Middle East and Africa. Pleon was recently named "European Consultancy of the Year" by the Holmes Report and "Best Public Relations Agency" in The 2008 International Business Awards.  

"Change before you have to" - the advice by Jack Welch, former CEO of industry giant General Electric, still holds true today. Even more so: organisations permanently have to face change, if they want to succeed economically. No small feat, given the high expectations that employees have in times of transformation towards their management. Staff cannot be entirely left out of the process, anymore. This hard-learned lesson is fairly well understood by now. But how should engagement be designed and carried out? This collection explores the different approaches to employee participation - from a practitoners' perspective. Consultants from Pleon, Europe's leading communications agency, as well as managers and academics share their experience with change communication and offer valuable insights on what engagement - if tackled correctly - can do for organisations: it adds to the internal trust and external reputation.