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Leading Strategic Change - Breaking Through the Brain Barrier

Leading Strategic Change - Breaking Through the Brain Barrier

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Published by Mypopohead

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Published by: Mypopohead on Feb 20, 2010
Copyright:Attribution Non-commercial


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 Stephen R. Covey Author of 
The 7 Habits of Highly Effective People“For any executive this is an excellent roadmap for leading strategicchange!”
 J. W. Marriott, Jr.Chairman and CEO, Marriott International, Inc.
“Few things add greater value than effectively leading strategic change.Few books show you how to do it better than this one.”
 David Ulrich Author of 
The HR Scorecard
and named
’s #1 BusinessGuru
 Leading Strategic Change
is a must-read guidebook for leaders in anybusiness organization. Black and Gregersen not only identify commonbarriers to success, they also provide a framework for breaking old hab-its, mapping new paths, and setting a course for effective change.”
 Kevin RollinsVice Chairman of the Board and COO, Dell Computer Corporation
“Before cracking the cover on
 Leading Strategic Change
, I couldn’t imag-ine how another book on change could deliver anything new to a CEO.Surprise! I was astonished by how rapidly Black and Gregersen brokethrough my brain barrier. They deliver a fascinating perspective andpractical toolkit to deliver faster strategic change in our growing, globalcompany.”
Thomas GrimmCEO and President, Sam’s Club, and Executive Vice President, Wal-Mart
“Black and Gregersen debunk the myth that organizations change bychanging the organization. They understand the real dynamics a leadermust manage to convert the hearts and minds of people in a complexorganization to a new direction. If you are trying to shake things up andmake lasting change, this is the book you must read.”
Gary L. CrittendenCFO, American Express
“Finally a book on change that gets it right. Organizations don’t change.People change. Black and Gregersen give the reader extremely practicaltools to make real change happen.”
 Jack ZengerVice Chairman of Provant and co-author of 
The Extraordinary Leader“I have been provoked to look at my business in a different light by theconcepts developed by Black and Gregersen. The ‘brain barriers’ thatthey describe are a very real threat to any business that hopes to com-pete in this fast changing environment.”
 James H. NuckolsCEO,
The Sporting News“This book broke my own brain barrier, asking me to think differentlyabout ideas and processes that I'd become too comfortable with. It's asignificant contribution to the field of organizational change and willundoubtedly help us be more successful with change. And I love themaps—they provoke my intellect and imagination.”
 Margaret J. Wheatley Author of 
Leadership and the New Science
Turning to One Another“A significant barrier to any major change or innovation managementprocess is in transparently defining the past and desired future state,then connecting the move from former to latter in an inspirational way.
 Leading Strategic Change
offers novel framing and straightforward step-back, targeted thinking that can streamline and turbocharge the chal-lenging change progress.”
 David N. DiGiulioVice President, Research & Development, Procter & Gamble
“Leading successful strategic change is one of the biggest and mostimportant challenges executives face today. Black and Gregersen offer apractical set of concepts and tools to meet that challenge.”
 Sue Lee Senior Vice President Human Resources & Communications, Suncor Energy Inc.
“I found this book special in several ways. It is not the usual descriptionof the stages of change. Instead, it describes the process of change inhuman terms—the way people really experience it. They go beneath andlook at the assumptions (mind maps) that hold people back from beingable to change.”
 Jean Broom Senior Vice President, Human Resources, Itochu International, Inc.

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