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• Cover
• Title Page
• Contents
• Foreword by Peter Cheese, Chief Executive, CIPD
• Acknowledgements
• 01    Changing how we change
• Our research: capturing the experiences of 750,000 travellers
• Moving beyond myths
• Defining high performance
• A map and predictable pathways for change
• The change imperative
• Full-colour maps
• Map 1 Change map showing the different regions of change
• Map 2 Map of the nine ‘capital cities’ regions
• 02    Understanding change through maps
• The research: distilling the wisdom of 750,000 travellers
• Performance outcomes: business performance and benefits realization
• Turbulence: taking into account the conditions under which change takes place
• The 10 managerial drivers of change
• Benchmarking: showing what actions are needed
• Looking deeper: what truly drives performance?
• From data to maps: visualizing the complex interactions of different variables
• Common pathways: getting from one region to another
• Mastering the nine dynamics of change
• Summary for Chapter 2: key insights
• 03    High Performance: Reaching the highest levels of performance
• Getting to High Performance
• High Performance insights
• The challenges of High Performance
• Pushing the Limits
• Achieved with Loss of Heart
• Cruising, a capital city
• Common pathways exiting Cruising
• Getting to the top – and staying there
• Summary for Chapter 3: key insights
• 04    Off Track: When everything falls apart
• Off Track dynamics and misconceptions
• Different ways to spiral downward
• Case for Action, a capital city – where the seeds of hope can be found
• Nurturing the seeds of hope and renewal
• Leadership – the key for action
• Common pathways exiting Case for Action
• Tackling deeper-seated issues
• Summary for Chapter 4: key insights
• 05    Unsustainable: When change is at the crossroads
• Unsustainable insights
• When change is unsustainable
• Just Get On with It
• The right way to rightsize
• Saying ‘goodbye’ and ‘hello’
• Unlocking the passion for change
• Leading by example
• Common pathways exiting Just Get On with It
• The importance of emotions
• Summary for Chapter 5: key insights
• 06    Struggling under Pressure: When teams falter
• Struggling under Pressure insights
• The characteristics and dynamics of Struggling under Pressure
• Lessons from Mount Everest
• Organizational disconnects
• How to increase accountability
• How to build strong teams
• The importance of good governance
• Common pathways exiting Struggling under Pressure
• Towards the On Track zone
• Summary for Chapter 6: key insights 140
• 07    On Track: Win the war for resources and move out of the middle ground
• On Track insights
• Five core dynamics and five capital cities
• Yes, but: change without the necessary resources
• Three keys to better resource management
• Common pathways exiting Yes, but
• Beyond resource limitations
• Summary for Chapter 7: key insights
• 08    In the Dark: Mobilize around the vision
• In the Dark insights
• In the Dark – like ‘herding cats’
• Moving into the light
• Understanding what drives vision and direction
• Communicating effectively
• Building strong communities
• Common pathways exiting In the Dark
• Embracing the big picture
• Summary for Chapter 8: key insights
• 09    Sleepy in Success: Get back in the game
• Sleepy in Success insights
• Characteristics of Sleepy in Success
• Getting the right leaders in the right roles working in the right direction
• Recruiting the right leaders for difficult situations
• The role of the team leader in managing ‘damage’
• The importance of trust in team leadership
• Employee engagement and organizational change
• Team leaders and accountability
• Recognizing and rewarding team members
• Seeing situations clearly
• Common pathways exiting Sleepy in Success
• Moving away from complacency
• Summary for Chapter 9: key insights
• 10    Building Momentum: When good is not good enough to jump to the next level
• Building Momentum insights
• Building momentum for change
• How business leadership mobilized commitment to change
• The vital role of business leadership in change initiatives
• Building business leadership capability
• The drivers of trust at each level of leadership
• The leadership trust grid
• Unlocking the trust dynamic in Building Momentum
• Common pathways exiting Building Momentum
• The trust grid and organizational flexibility
• Summary for Chapter 10: key insights
• 11    On the Run: Keep it together when the goal is rapid growth
• On the Run insights
• On the Run – a lot of change at a fast pace
• Two organizations, two trajectories
• The different types and key drivers of change
• Managing change at a fast pace
• Knowing where and when to take action
• Supporting and sustaining high levels of growth
• Common pathways exiting On the Run
• Building organizational agility
• Summary for Chapter 11: key insights
• 12    Vision for the future: Changing the way we change
• Towards the agile organization
• Change leaders at all levels
• Building the capacity to continually change
• Towards a new era
• References
• Index
• Copyright