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The Leadership of Change Volume 1 - Change Management Fables

"Leaders go about their daily tasks to implement their organisation’s strategy to deliver financial results. All of a sudden there is a change explosion, disrupting normal day-to-day operations and results".

Change Management Fables: Ten fables about the leadership paradox of implementing organisational change management versus delivering normal day-to-day operations.

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About this book:

Leaders go about their daily task of implementing the organisation’s strategy to deliver financial results. All of a sudden there is a change explosion that disrupts normal day-to-day operations. This is the leadership paradox: implementing change versus delivering day-to-day operations. Leaders then need to adjust their focus to implement the change, so that the organisation stays ahead of the competition and continues to deliver revenue to its shareholders. That means the change has to ensure a return on investment, full employee change adoption, and sustainable change.

The Leadership of Change Volume 1 represents the author’s experiences throughout his career, it, provides ten practical stories of typical and consistent change management challenges that organisations and leaders experience when implementing organisation change, transitioning their organisation from the current ‘a’ state to the future ‘B’ state. Potential solutions are introduced which are developed in Volumes 2 and 3. This book includes illustrations as well as the a2B Change Management Framework®(a2BCMF®), the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model.


List of Figures xii

Acknowledgements xiii

Section 1: The Change Challenge 1

Chapter 1. The Leadership Paradox

Chapter 2. Change Disruption

Chapter 3. Change Management

Section 2: Change Fables 11

Chapter 4. Change Definition 12

4.1 Fish Food Versus Safety Strategy 12

4.2 Strategy, Change Definition, and Capacity 23

Chapter 5. Sponsorship and Resources 24

5.1 New Transformation Programme - New Sponsor 24

5.2 You Can’t Balance on a Two-Legged Stool 43

Chapter 6. Assess Previous Change 46 6.1 Learning from Previous Change 4

6 6.2 Go to Vegas and Put It on the Black 56

Chapter 7. Change Project Plan 58 7

.1 Drafting the Change Project Plan

7.2 A Team’s Project Change Plan Is Not Everyone’s Priority

Chapter 8. Communicate the Change

8.1 The Illusion of Communication

8.2 Criticism for Over Communication is Rare

Chapter 9. Assess Readiness

9.1 Preparing for Enterprise Resource Planning (ERP) Implementation 102

9.2 Change Readiness Failure Assists Change Failure 109

Chapter 10. Change Resistance

10.1 Resistance Within the CEO’s Project Team

10.2 Expect Resistance and Get No Surprises 145

Chapter 11. Develop New Skills and Behaviours 148

11.1 Skills Development Does Not Deliver Behavioural Change 148

11.2 No Behavioural Change - No Improvement 155

Chapter 12. Adoption 158

12.1 Software Benefits Don’t Ensure Change Adoption 158

12.2 Change Adoption Needs to Be Considered on Day One 174

Chapter 13. Sustain and Close 176

13.1 Sustaining and Closing the Change 176

13.2 Sustain and Close 191

Section 3: Potential Solutions 195

Chapter 14. a2B Change Management Framework® 196

Chapter 15. a2B AUILM® Employee Change Adoption Model 198

Chapter 16. a2B5R® Employee Behaviour Change Model 200

Section 4: Support Information Afterword
About the Author
Other Volumes in this Series Connect with Me Online

The Leadership of Change Volumes 1- 3 Trilogy, The Leadership of Change Volume 1 Fables, a2B Change Management Pocket Guide - The Leadership of Change Volume 2, The Leadership of Change Volume 3 Leadership Solutions Handbook, www.PeterFgallagher.com, Peter F Gallagher Change Management Keynote Speaker and Expert, PFG, #PFG, PFG Publications, #LeadershipOfChange, Implementing organisational change management vs. delivering normal day to day operations, Enabling leadership of Change, Sarah L Gallagher, Change Management, Change Management Framework, Change Management Model, a2BCMF, AUILM, a2B5R, a2BBIS,