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Rating: 
Summary: Very good, and in addition.
Review: In the nicest possible sense, this book isn't exactly what the title claims. All to often discussions of change management tend to concentrate on the people side of things and ignore the less glamerous topics such as re-tooling, revised administrative and reporting procedures and so on.
So, just to keep the record straight, this book is primarily concerned with the personnel aspects of change, with all other aspects of the overall process taking a very secondary part in the proceedings. And now, on with the review: One of the ways I judge a book like this is by the number of highlights I've made (makes it so much easier to refer back to the key points).
Sometimes I'll go through an entire book and be lucky to have half a dozen highlighted passage. NOT here, though. Without a hint of exaggeration I found numerous points worth highlighting in every one of the eight reprinted articles. Of course this is not entirely surprising given the list of contributors, which includes such "leaders of the pack" as John Cotter ("Leading Change"), Richard Pascale and Anthony Athos ("The Reinvention Roller Coaster"), and Jerry Porras (Building Your Company's Vision"). I'd also like to commend the article "Managing Change : The Art of Balancing", by Jeanie Daniel Duck, (which ended up with highlighting on nearly every page!). So, whilst the material is not exactly new (the various items appeared in the Harvard Business Review between 1992 and 1998), I'd suggest this well-chosen set of articles is as important now as when the articles were first published.
Rating: 
Summary: A positive goldmine
Review: In the nicest possible sense, this book isn't exactly what the title claims. All to often discussions of change management tend to concentrate on the people side of things and ignore the less glamerous topics such as re-tooling, revised administrative and reporting procedures and so on.
So, just to keep the record straight, this book is primarily concerned with the personnel aspects of change, with all other aspects of the overall process taking a very secondary part in the proceedings. And now, on with the review: One of the ways I judge a book like this is by the number of highlights I've made (makes it so much easier to refer back to the key points).
Sometimes I'll go through an entire book and be lucky to have half a dozen highlighted passage. NOT here, though. Without a hint of exaggeration I found numerous points worth highlighting in every one of the eight reprinted articles. Of course this is not entirely surprising given the list of contributors, which includes such "leaders of the pack" as John Cotter ("Leading Change"), Richard Pascale and Anthony Athos ("The Reinvention Roller Coaster"), and Jerry Porras (Building Your Company's Vision"). I'd also like to commend the article "Managing Change : The Art of Balancing", by Jeanie Daniel Duck, (which ended up with highlighting on nearly every page!). So, whilst the material is not exactly new (the various items appeared in the Harvard Business Review between 1992 and 1998), I'd suggest this well-chosen set of articles is as important now as when the articles were first published.
Rating:
Summary: Tight, Concise and Has Executive Summaries
Review: Do you prefer tight, concise articles compared to eloquent tomes, simply because you don't have the time to read as much as you might like? If that's the case, then here is a great book on change management just for you. This collection is one in a series from the Harvard Business Review, and is just about the most wide-ranging printed resource that this writer has found available for taking on corporate change. There are articles from such leading authorities on change management as John Kotter (Leading Change), Paul Strebel, and more. Each article opens with an executive summary, helping you decide if you want to tackle that article then and there, or move on to another that fits your interests of the moment. Sooner or later, change is about people altering the status quo, and those in charge often turn a blind eye to the fact that leadership is singularly the most important issue when an organization has to implement major changes. This is followed closely by teamwork, of which there won't be any without leadership. Inside the covers you'll find the collected knowledge, opinions and counsel of those executives and consultants who have dealt with change at all levels. If your schedule doesn't permit you to leisurely meander through hundreds of pages to find a few workable ideas upon which to build some change solutions, then this collection should be highly recommended for you.
Rating:
Summary: Good book! Just don't buy the eBook copy!
Review: It's a decent book that outline the necessary steps and precautions that need to re-engineer your company. However, I made a mistake by buying the eBook copy of this book because I needed it right the way. However, for this eBook, I cannot print any of the pages and, worse yet, I can't view the book on another PC. So my suggestion is that DON'T BUY eBOOK, it's the worst investment you can make.
Rating:
Summary: Good book! Just don't buy the eBook copy!
Review: It's a decent book that outline the necessary steps and precautions that need to re-engineer your company. However, I made a mistake by buying the eBook copy of this book because I needed it right the way. However, for this eBook, I cannot print any of the pages and, worse yet, I can't view the book on another PC. So my suggestion is that DON'T BUY eBOOK, it's the worst investment you can make.
Rating:
Summary: The only thing constant in business is change!
Review: This books brings togheter the thoughts, experiences and advice of consultants and managers that have dealt with change. If companies don't learn how to cope with change they'll go out of business, and this book teachs you how to deal with it. I specially liked the Lockheed Martin's survival story because it showed how a company involved in a declining industry (defense) was able to reinvent itself through acquisitions and other strategies, making it a profitable company who's stock outperformed for several years the S&P 500 index. Change is eventually about people changing and managers often disregard the fact that leadership is the most important factor when an organization has to implement serious changes.
Rating:
Summary: Very good, and in addition.
Review: This is a very good series of articles. In addition, I strongly recommend "Strategic Organizational Change" by Beitler. It is time and money well spent.
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