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1．Tune in to the external environment 1

1．1 Mapping a new future 1

1．2 The past doesn't help anymore 8

1．3 Predictable cycles of change 9

1．4 Businesses with a buzz 18

1．5 Scanning your business environment 18

1．6 Summary 24

2．Diagnose organization capability 25

2．1 The challenge of the 1990s 26

2．2 Organizing for change 28

2．3 The strategy lever 30

2．4 Structure as a lever for change 32

2．5 Systems can be sexy 35

2．6 The people lever and culture change 39

2．7 Managing for the future 42

2．8 Identifying your agenda for change 43

2．9 Summary 44

3．Change starts with you 46

3．1 Adjust your mind-set 46

3．2 The change will change you 49

3．3 Believe you can make a difference 49

3．4 The paradox of personal change 50

3．5 Letting go 52

3．6 Managing personal transition 55

3．7 From meddler to strategist:influencing styles 60

3．8 Summary 70

4．Understanding the change process 72

4．1 The challenge to management 72

4．2 Change hurts 73

4．3 The predictable process of change 78

4．4 Why individuals resist:translating negatives into positives 84

4．5 Summary 90

5．1 No quick fix 92

5．Building a culture for change 92

5．2 Creating an internal market for change 94

5．3 Investing in education 94

5．4 Total immersion in the business 96

5．5 Shared vision 97

5．6 Spelling out the changing requirement 98

5．7 Joint diagnosis of business problems 99

5．8 Reinforcing a'people matter'style 99

5．9 How ICL created a culture for change 100

5．10 The lessons for sustaining change 103

5．11 Summary 106

6．1 Resistance and the status quo 107

6．Anticipating and managing resistance 107

6．2 Organizational and individual inertia 109

6．3 Identifying resistant forces 111

6．4 Resistance as momentum for change 116

6．5 Some techniques for managing resistance 116

6．6 Summary 123

7．Visionary Ieadership 124

7．1 The vision thing 125

7．2 Building a shared vision 127

7．3 Leading change 135

7．4 Living the vision 141

7．5 The long goodbye 144

7．6 Summary 145

8．Destabilizing the status quo 147

8．1 Speeding up the unfreezing process 147

8．2 Immovable objects and irresistible forces:the dynamics of change 148

8．3 Harbingers of doom 149

8．4 Surfacing dissatisfaction 150

8．5 Recognizing a common enemy 152

8．6 Engineering a crisis 152

8．7 Summary 156

9．1 Information:the antidote to uncertainty 157

9．Communicate like crazy 157

9．2 What to communicate when ambiguity abounds 158

9．3 Glasnost:the open style 160

9．4 The $64,000 question:how? 163

9．5 'Top-down'or'bottom-up'? 164

9．6 Ownership and early involvement 165

9．7 Establishing communication channels 168

9．8 Ten commandments for getting it wrong 170

9．9 Summary 171

10．Time,timing and transition 173

10．1 Change takes longer than you think 174

10．2 Evolutionary v.revolutionary change 176

10．3 Lead-times and change tools 177

10．4 Timing is all 178

10．5 Announcementitis:macho v.Zen 179

10．6 Managing transition:creating time and space 180

10．7 Summary 180

11．Making it happen 183

11．1 Are you convinced? 183

11．2 Summary of key messages and challenges 183

11．3 Becoming a change star 185

11．4 A process for leading change 188