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Change Management Fables - Leadership of Change Volume 1

Change Management Fables: Ten fables about the leadership paradox of implementing organisational change management versus delivering normal day-to-day operations, structured on the ten-step a2B Change Management Framework®.

Change Management Fables, Peter F Gallagher, Leadership of Change Volume 1, Change Management Book of Knowledge, change management keynote speaker, change management speakers, change management experts, change management speaker, change management expert, change management global thought leader, change management global thought leaders, change management leadership, change management leadership book, leadership of change,
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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 

Chapter 1. The Leadership Paradox

Chapter 2. Change Disruption

Chapter 3. Change Management

Section 2: Change Fables

Chapter 4. Change Definition

4.1 Fish Food Versus Safety Strategy

4.2 Strategy, Change Definition, and Capacity

Chapter 5. Sponsorship and Resources

5.1 New Transformation Programme - New Sponsor

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

Chapter 6. Assess Previous Change

6.1 Learning from Previous Change

6.2 Go to Vegas and Put It on the Black

Chapter 7. Change Project Plan

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

9.2 Change Readiness Failure Assists Change Failure

Chapter 10. Change Resistance

10.1 Resistance Within the CEO’s Project Team

10.2 Expect Resistance and Get No Surprises

Chapter 11. Develop New Skills and Behaviours

11.1 Skills Development Does Not Deliver Behavioural Change

11.2 No Behavioural Change - No Improvement

Chapter 12. Adoption

12.1 Software Benefits Don’t Ensure Change Adoption

12.2 Change Adoption Needs to Be Considered on Day One

Chapter 13. Sustain and Close

13.1 Sustaining and Closing the Change

13.2 Sustain and Close

Section 3: Potential Solutions

Chapter 14. a2B Change Management Framework®

Chapter 15. a2B AUILM® Employee Change Adoption Model

Chapter 16. a2B5R® Employee Behaviour Change Model

Section 4: Support Information Afterword
About the Author
Other Volumes in this Series

Connect with Me Online

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