Change Management
Change Management
Change happens. There is simply no stopping it. In 10 Steps to Successful Change Management, George Vukotich offers those faced with change at an organizational level a systemized, ten-step system to “...

In times of relentless change, one can be certain of one thing—challenges and opportunities will present themselves that could not be imagined in today’s world. Knowing which skills will be required to succeed is a...

John P. Kotter established himself as the foremost authority on change with his 1996 bestseller, Leading Change, in which he presented his eight-step change process. In A Sense of Urgency, he...

Change is occurring at an increasingly accelerated pace. Businesses are challenged at every turn to stay competitive and grow amidst unprecedented turbulence. In Accelerate, John Kotter explains that...

An agile approach lets businesses act quickly and iteratively when changes are needed. Agile Change Management by Melanie Franklin provides innovative tools for...

Organizations that commit to altering how they approach and implement change can consistently achieve breakthrough results and outcomes that far surpass anyone’s expectations. Change leaders who undertake this...

The ability to effectively manage change is essential to all organizations, yet it remains elusive and frustrating for many. Business literature has ample content regarding organizational change, but most resources...

In the fast paced world of 21st century economics, even change has changed. The only way to keep afloat these days is to truly abide by the old...
Reverse innovation is the idea that many innovations originate in developing countries and trickle up to wealthier nations. In this fashion, the future of true growth and innovation will come from Asia, the Middle East...

"Building the Bridge as You Walk on It" is Robert Quinn’s final book in the trilogy focusing on personal change and organizational leadership that began with "Deep Change" in 1996. In "Deep Change," Quinn teaches that...

