The Art of Managing Change

It is this author's view that change is "the name of the game" in this 21st century, which is correctly labeled "the age of change". Forces of change are so intensive and change is transforming the face of nations, organizations and people every day. Change is no longer a "strategic choice", but more of a "strategic obligation" for countries and organizations that aim to survive the critical age of the complex world of the 21st century. However, according to leading experts, seventy percent of all change initiatives fail and two of every three transformation programs end in failure. It is this author's argument that most work and research carried out in the area of change management have focused on one element of the process at a time or on a specific phenomenon that accompanies the process. In this book we are examining the change process from another dimension. We focus on understanding the effect of culture on change, and particularly on making the success or failure of any transformation program. It is the author's view that the ability to understand and manage the "culture- reform- phenomenon" is the key to developing successful change management strategies.

Autorentext

Dr. ElShazly received his MBA from the University of Liverpool in Change Management and his PhD from the Cambridge Corporate University in Strategic Planning. He is the chief architect of the multibillion success story at the CPI group, the current CEO of the CPI International Group Switzerland and the International Political and Economic Advisor.

Klappentext

It is this author s view that change is the name of the game in this 21st century, which is correctly labeled the age of change . Forces of change are so intensive and change is transforming the face of nations, organizations and people every day. Change is no longer a strategic choice , but more of a strategic obligation for countries and organizations that aim to survive the critical age of the complex world of the 21st century. However, according to leading experts, seventy percent of all change initiatives fail and two of every three transformation programs end in failure. It is this author s argument that most work and research carried out in the area of change management have focused on one element of the process at a time or on a specific phenomenon that accompanies the process. In this book we are examining the change process from another dimension. We focus on understanding the effect of culture on change, and particularly on making the success or failure of any transformation program. It is the author s view that the ability to understand and manage the culture- reform- phenomenon is the key to developing successful change management strategies.