Change Leadership

Organizational change is everywhere. On the one hand, there are complex business transformation programmes and on the other the majority of projects and programmes now have a clear business change perspective with which the project team need to wrestle. It is all too easy to discuss organisational change in abstraction, particularly when you are dealing with large corporations with wide product ranges across global markets. But somewhere within these structures there are people, and it is often the human aspects of change that are the most difficult to manage. To this end, the book's focus will be on these aspects and how we, as change leaders, can help this complex, yet highly flexible and adaptable entity, cope with change and in turn help ensure their organisation's long-term survival. Martin Orridge's guide is an engaging but rigorous read for change leaders whether this is your primary role or whether you need to reflect on and manage the human factors of the business project for which you are responsible.