Acknowledgments xi
About the Author xv
Introduction 1
PART ZERO: Change Is Inevitable 9
PART ONE: Why 88% of Change Initiatives Fail 29
1 People Don’t Like Change 31
#1 reason why people resist change: fear of failure 35
#2 reason why people resist change: fear of the unknown 38
#3 reason why people resist change: fear of blame 40
#4 reason why people resist change: the comfort of victimhood 44
#5 reason why people resist change: the long-term gains don’t seem to be worth the short-term pain 49
#6 reason why people resist change: we need help but it is nowhere to be found, so we give up at the fi rst hurdle 50
2 Lack of Clarity Regarding What We are Trying to Achieve and Why 55
3 The Implications are not Fully Understood 71
4 An Obsession with Process over Outcomes 75
5 Inertia 81
6 The Project is Set Up to Fail 85
7 Poor Communications and Disingenuous Stakeholder Engagement 89
8 We Forget that Emotions Trump Logic Every Time 93
9 A Change-averse Culture 103
10 The Leadership Doesn’t Stay the Course 107
PART TWO: The Necessary Ingredients for Successful Change 113
11 A Change Catalyst to Drive Delivery 115
12 Clarity About What we are Trying to Achieve and Why 131
13 Detailed Understanding of the Implications of the Change 133
14 A Laser-like Focus on the Outcomes 139
15 A Change Process that Includes a 'Pause for Reflection' 143
16 Clear Governance and Thorough Planning 147
17 Genuine Engagement with People at all Levels of the Organisation 153
18 Identification of the Emotional Triggers 163
19 A Strong, Committed, Aligned and Unwavering Leadership Team 167
20 A Change-ready Culture 171
PART THREE: Culture Change 177
21 Cultural Intelligence 179
22 Instigating Change in a Foreign Culture 193
23 Understanding Your Organisation’s Culture 207
24 Teaching People to Walk in the Rain 211
PART FOUR: Getting Down to Business 225
25 Vision, Mission and Other Buzzwords 227
26 Values Schmalues 243
27 What Does a Good Strategy Look Like? 251
28 It’s the Delivery, Stupid! (Execution is Everything) 263
29 Where Are Your Walls? (Organisation Design) 271
30 Overcoming Complacency (The Innovator’s Dilemma) 279
31 What Does a Good Leader Look Like? 287
32 Building Extraordinary Leadership Teams 293
33 Your People 299
34 Case Studies 313
Tim Wallace and the iPipeline team: Transforming insurance 314
Michael Sheargold: Real estate Change Catalyst 321
Michael Gould and Anaplan: The UK’s newest unicorn 327
Unlocking the value of HR 335
Globalisation 345
35 The Change Toolbox 359
PART FIVE: And Finally, Tell 'em What You Told 'em 377
Index 385