Champions of Change: How CEOs and Their Companies are Mastering the Skills of Radical Change (J-B US non-Franchise Leadership) Review

Average Reviews:

(More customer reviews)Are you looking to buy Champions of Change: How CEOs and Their Companies are Mastering the Skills of Radical Change (J-B US non-Franchise Leadership)? Here is the right place to find the great deals. we can offer discounts of up to 90% on Champions of Change: How CEOs and Their Companies are Mastering the Skills of Radical Change (J-B US non-Franchise Leadership). Check out the link below:

>> Click Here to See Compare Prices and Get the Best Offers

Champions of Change: How CEOs and Their Companies are Mastering the Skills of Radical Change (J-B US non-Franchise Leadership) ReviewQ: How many CEO's does it take to change a light bulb?
A: Change?!?
Change is the corporate mantra of the '90s. Unknowable, unpredictable, unavoidable: change has made the ominous transition from verb to noun, as organizations scramble to predict, demand, drive, and implement change. And the more intense and comprehensive the change, the more its success depends on an integrated process driven by the top of the organization.
If you were surprised by that last sentence, then Champions of Change is the book for you. Author David Nadler's approach, which he would fight with tooth and claw to defend, is built on the premise that "discontinuous change" cannot succeed without the "active, public, and personal leadership of the CEO and other people at the top of the organization." Based on his work with Xerox and other major corporations, Nadler believes that change requires a multi-stage campaign, dynamic and participatory, that cannot triumph if its leaders treat change as an enemy to be resisted by sporadic skirmishing or clandestine conflict. If a corporation hopes to maintain or achieve competitive advantage, argues Nadler, then its senior leaders must launch early and dramatic change.
For many readers, this is hardly a heaven-sundering epiphany. And that's exactly the problem with Champions of Change: there's no there there. Nadler's concepts aren't new, although his momentous references to systems theory and organizational fit and "a process that we call strategic choice" (italics his) imply superior insight and wisdom with which few mortals are blessed. Using the sort of language that gives consultants a bad name, he announces that "based on years of close observation, I can assure you that transition states [between the current and the future] always feature three characteristics that if ignored, carry the potential to kill any change initiative." What is this trinity? Instability, uncertainty, and stress. No surprises there.
At heart, Nadler believes in system by classification. As a result, Champions of Change is more dictionary than discourse. Three challenges of discontinuous change produce five phases of change management, of which Phase 3 contains four steps, Phase 4 three activities, and so on. Chapter 5, "Winning Hearts and Minds," runs to twelve action steps, and Nadler doesn't effectively follow through on his promise to explain which step to take when. The book does offer some useful gems, most of them similarly numerical: every major message of change should be delivered six times; the number of collective ideas an organization can hold simultaneously is three, plus or minus one. But once you peel away the elaborate taxonomy, you find that Nadler offers no breakthroughs, no exceptional understanding, no real road map for change.
Champions of Change has its moments. The sixteen pages on "recognizing the change imperative" provide a solid grounding in diagnosis and interpretation, despite Nadler's plug for his company's software. If you want an insider's perspective on corporate change at Xerox, then buy the book immediately. For the most part, however, Champions of Change is a disappointment. Explaining change requires an intricate balance of perspective, pragmatism, and common sense; you can't get by on 300 pages of consultantspeak.Champions of Change: How CEOs and Their Companies are Mastering the Skills of Radical Change (J-B US non-Franchise Leadership) Overview

Want to learn more information about Champions of Change: How CEOs and Their Companies are Mastering the Skills of Radical Change (J-B US non-Franchise Leadership)?

>> Click Here to See All Customer Reviews & Ratings Now