A comprehensive briefing, not an operations manual, 11 Aug 2008

Esther Cameron and Mike Green's objective is to help their reader understand "why change happens, how change happens, and what needs to be done to make change a more welcoming concept" by carefully reviewing a wealth of resources that provide models, tools, and techniques of organizational change. Their purpose is not to explain how to plan and then implement a change initiative program. Those in need of guidance to do that should seek it elsewhere. (My suggestions would include James O'Toole's Leading Change and John Kotter's book of the same title as well as William Bridges' two books, Transitions and Managing Transitions.) Presumably Cameron and Green would be among the first to agree that it would be a fool's errand for a reader to adopt all of the information and counsel provided in this book when formulating and then implementing any change initiatives. Rather, each reader would be well-advised to absorb and digest the material and then select only what is most relevant to her or his own organization's specific needs, interests, objectives, and resources.

The material in this volume is carefully organized within two Parts:

The Underpinning Theory (Chapters 1-4): "Individual change is at the heart of everything that is achieved in organizations. Once individuals have the motivation to do something different, the whole world can begin to change...[Individuals] are to some extent governed by the norms of the groups they belong to, and groups are bound together in a whole system of groups of people that interconnect in various habitual ways. So the story is not always that simple. Individuals, teams, and organizations all play a part in the process of change, and leaders have a particularly onerous responsibility: that is, making all this happen."

The Applications (Chapters 5-8): In this Part, having looked at change and change management from three different perspectives (i.e. individual, team, and organization) and the roles, styles, and skills needed to become a successful leader of change, Cameron and Green apply this learning to specific types of change. "We have identified four generic change scenarios, and we look at the particular management challenges involved in initiating and implementing each type of change." These change scenarios are structural, mergers and acquisitions, cultural, and IT-based process.

One of Cameron and Green's most valuable devices is a graphic consolidation of key points that is inserted throughout their narrative. Each facilitates, indeed expedites frequent review later. For example:

Theory X and Theory Y Assumptions (Table 1.2, Page 19)
Myers Briggs Type Indicator types or MBTI (Table1.5, Page 45)
Teams going through change (Table 2.6, Pages 80-81)
Our conclusions about each model of change (Table 3.3, Pages 119-120)

Note: This last Table summarizes key points re that include Kurt Lewin (three-step model), R.J. Bullock and D. Batten (planned change), John Kotter (eight steps), R.F. Beckhard and R.T. Harris (change formula), David Nadler and B. Tushman (congruence model), William Bridges (managing the transition), Colin Carnall (change management model), and Peter Senge (systemic model).

Addressing team change during restructuring (Table 5.4, Pages 190-191)

Note: This "Forming" and "Storming" graphic correlates task (orientation), people (dependency), task (organizational), and people (conflict) within these categories: team purpose, team roles, team processes, tem relations, inter-term relations, MBTI, Key Belbin roles, and organizational focus.

In the concluding chapter, Cameron and Green share two "significant messages" that were ringing in their ears as the ink begins to dry on this book. "The first message we want to convey is about the importance of leaders being awake and aware. The notion of peripheral vision is a key one to keep in mind. Leaders need to wake up to what is going on around them. This means noticing the more than the obvious, the loud or directly visible. It means having an awareness of what is going on at the edges, and being observant about motion and change. Whichever assumptions a leader employs about the nature of change (machine, political system, organism or flux and transformation) there is a need to be extremely observant about what is going on in and around the organization...The second message is about the importance of reflection time. Leaders benefit greatly from taking regular, focused time to reflect on what is going on around them (the fruits of their peripheral vision), what is happening right now, what the options are and they are personally in all this. Their organizations benefit too because leadership action is considered, rather than knee-jerk."

Earlier, I suggested that Cameron and Green's objective is to help their reader understand "why change happens, how change happens, and what needs to be done to make change a more welcoming concept" by carefully reviewing a wealth of resources that provide models, tools, and techniques of organizational change. That is, theirs is a "what to think about" book, not a "how to do it" book. They focus their reader's attention on a wealth of options (e.g. theories and models), resources (e.g. MBTI), focal points (i.e. individual change, team change, organizational change or a combination thereof), and references (Pages 270-275) to consider. Those who absorb and digest the material with appropriate care will also receive at least some assistance from Cameron and Green when designing and then launching change initiatives that are most appropriate to the needs, interest, resources, and objectives of their own organization.

* * * * *

Those who share my regard for this book are urged to check out the aforementioned books of the same title (Leading Change) by O'Toole and Kotter as well as Edgar H. Schein's Organizational Culture and Leadership, and Michael Beitler's Strategic Organizational Change, (Second Edition). Also Sarah Cook's The Essential Guide to Employee Engagement: Better Business Performance through Staff Satisfaction, Richard H. Axelrod's Terms of Engagement: Changing the Way We Change Organizations, Michael L. Stallard's Fired Up or Burned Out: How to Reignite Your Team's Passion, Creativity, and Productivity, Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.

Spot on for what it is trying to be, 20 Aug 2007
As one would hope from authors writing about change management, this book is well thought out and executed.

It's not trying to be a massive, fully comprehensive tome on everything and anything to do with change management. Rather, it offers up some interesting theory and background on change, then follows it up with some practical chapters which are useful in many ways.

Even if you eschew the theory, it's well worth the purchase price. However, the theory is interesting reading in its own right, and will assist you to inform your ideas about change and how it can be deal with.


Nothing as practical as good theory, 25 Aug 2006
I think this text is a fine attempt at bringing together a huge subject area in a readable format. The mix of theory from many parts of management thinking and discussion on application make it more than just an academic text book. Change is hard to implement, but sound theory well applied will be successful in most cases. This text provides a great grounding in both. Recommended for thoughtful change managers, not the ones who shoot first and aim later.

Change leadership focus, 19 Feb 2006
There are many ways to describe what change is all about. This book by practising consultants has a leadership focus. It divides change into four target objects: individuals, teams, groups, organisations and leaders. The first half of the book explains some theory with models and the second half illustrates the value of the new knowledge with generic change scenarios.
Some the material is a little dated but does not detract from the point of the book. The analysis of change frameworks and models is particularly informative with good practical tips and how and when to apply them. If you aspire to be a change agent as a consultant or manager, see the chapter on Leading Change which is an excellent primary of leadership roles, styles and competencies. Readers will find the summary pages and checklists valuable in planning transformational change when chaos reigns and the key to success is managing people, teams and organisation all at the same time.

Change leadership focus, 19 Feb 2006
There are many ways to describe what change is all about. This book by practising consultants has a leadership focus. It divides change into four target objects: individuals, teams, groups, organisations and leaders. The first half of the book explains some theory with models and the second half illustrates the value of the new knowledge with generic change scenarios.
Some the material is a little dated but does not detract from the point of the book. The analysis of change frameworks and models is particularly informative with good practical tips and how and when to apply them. If you aspire to be a change agent as a consultant or manager, see the chapter on Leading Change which is an excellent primary of leadership roles, styles and competencies. Readers will find the summary pages and checklists valuable in planning transformational change when chaos reigns and the key to success is managing people, teams and organisation all at the same time.

A comprehensive briefing, not an operations manual, 11 Aug 2008

Esther Cameron and Mike Green's objective is to help their reader understand "why change happens, how change happens, and what needs to be done to make change a more welcoming concept" by carefully reviewing a wealth of resources that provide models, tools, and techniques of organizational change. Their purpose is not to explain how to plan and then implement a change initiative program. Those in need of guidance to do that should seek it elsewhere. (My suggestions would include James O'Toole's Leading Change and John Kotter's book of the same title as well as William Bridges' two books, Transitions and Managing Transitions.) Presumably Cameron and Green would be among the first to agree that it would be a fool's errand for a reader to adopt all of the information and counsel provided in this book when formulating and then implementing any change initiatives. Rather, each reader would be well-advised to absorb and digest the material and then select only what is most relevant to her or his own organization's specific needs, interests, objectives, and resources.

The material in this volume is carefully organized within two Parts:

The Underpinning Theory (Chapters 1-4): "Individual change is at the heart of everything that is achieved in organizations. Once individuals have the motivation to do something different, the whole world can begin to change...[Individuals] are to some extent governed by the norms of the groups they belong to, and groups are bound together in a whole system of groups of people that interconnect in various habitual ways. So the story is not always that simple. Individuals, teams, and organizations all play a part in the process of change, and leaders have a particularly onerous responsibility: that is, making all this happen."

The Applications (Chapters 5-8): In this Part, having looked at change and change management from three different perspectives (i.e. individual, team, and organization) and the roles, styles, and skills needed to become a successful leader of change, Cameron and Green apply this learning to specific types of change. "We have identified four generic change scenarios, and we look at the particular management challenges involved in initiating and implementing each type of change." These change scenarios are structural, mergers and acquisitions, cultural, and IT-based process.

One of Cameron and Green's most valuable devices is a graphic consolidation of key points that is inserted throughout their narrative. Each facilitates, indeed expedites frequent review later. For example:

Theory X and Theory Y Assumptions (Table 1.2, Page 19)
Myers Briggs Type Indicator types or MBTI (Table1.5, Page 45)
Teams going through change (Table 2.6, Pages 80-81)
Our conclusions about each model of change (Table 3.3, Pages 119-120)

Note: This last Table summarizes key points re that include Kurt Lewin (three-step model), R.J. Bullock and D. Batten (planned change), John Kotter (eight steps), R.F. Beckhard and R.T. Harris (change formula), David Nadler and B. Tushman (congruence model), William Bridges (managing the transition), Colin Carnall (change management model), and Peter Senge (systemic model).

Addressing team change during restructuring (Table 5.4, Pages 190-191)

Note: This "Forming" and "Storming" graphic correlates task (orientation), people (dependency), task (organizational), and people (conflict) within these categories: team purpose, team roles, team processes, tem relations, inter-term relations, MBTI, Key Belbin roles, and organizational focus.

In the concluding chapter, Cameron and Green share two "significant messages" that were ringing in their ears as the ink begins to dry on this book. "The first message we want to convey is about the importance of leaders being awake and aware. The notion of peripheral vision is a key one to keep in mind. Leaders need to wake up to what is going on around them. This means noticing the more than the obvious, the loud or directly visible. It means having an awareness of what is going on at the edges, and being observant about motion and change. Whichever assumptions a leader employs about the nature of change (machine, political system, organism or flux and transformation) there is a need to be extremely observant about what is going on in and around the organization...The second message is about the importance of reflection time. Leaders benefit greatly from taking regular, focused time to reflect on what is going on around them (the fruits of their peripheral vision), what is happening right now, what the options are and they are personally in all this. Their organizations benefit too because leadership action is considered, rather than knee-jerk."

Earlier, I suggested that Cameron and Green's objective is to help their reader understand "why change happens, how change happens, and what needs to be done to make change a more welcoming concept" by carefully reviewing a wealth of resources that provide models, tools, and techniques of organizational change. That is, theirs is a "what to think about" book, not a "how to do it" book. They focus their reader's attention on a wealth of options (e.g. theories and models), resources (e.g. MBTI), focal points (i.e. individual change, team change, organizational change or a combination thereof), and references (Pages 270-275) to consider. Those who absorb and digest the material with appropriate care will also receive at least some assistance from Cameron and Green when designing and then launching change initiatives that are most appropriate to the needs, interest, resources, and objectives of their own organization.

* * * * *

Those who share my regard for this book are urged to check out the aforementioned books of the same title (Leading Change) by O'Toole and Kotter as well as Edgar H. Schein's Organizational Culture and Leadership, and Michael Beitler's Strategic Organizational Change, (Second Edition). Also Sarah Cook's The Essential Guide to Employee Engagement: Better Business Performance through Staff Satisfaction, Richard H. Axelrod's Terms of Engagement: Changing the Way We Change Organizations, Michael L. Stallard's Fired Up or Burned Out: How to Reignite Your Team's Passion, Creativity, and Productivity, Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.

Spot on for what it is trying to be, 20 Aug 2007
As one would hope from authors writing about change management, this book is well thought out and executed.

It's not trying to be a massive, fully comprehensive tome on everything and anything to do with change management. Rather, it offers up some interesting theory and background on change, then follows it up with some practical chapters which are useful in many ways.

Even if you eschew the theory, it's well worth the purchase price. However, the theory is interesting reading in its own right, and will assist you to inform your ideas about change and how it can be deal with.


Nothing as practical as good theory, 25 Aug 2006
I think this text is a fine attempt at bringing together a huge subject area in a readable format. The mix of theory from many parts of management thinking and discussion on application make it more than just an academic text book. Change is hard to implement, but sound theory well applied will be successful in most cases. This text provides a great grounding in both. Recommended for thoughtful change managers, not the ones who shoot first and aim later.

Change leadership focus, 19 Feb 2006
There are many ways to describe what change is all about. This book by practising consultants has a leadership focus. It divides change into four target objects: individuals, teams, groups, organisations and leaders. The first half of the book explains some theory with models and the second half illustrates the value of the new knowledge with generic change scenarios.
Some the material is a little dated but does not detract from the point of the book. The analysis of change frameworks and models is particularly informative with good practical tips and how and when to apply them. If you aspire to be a change agent as a consultant or manager, see the chapter on Leading Change which is an excellent primary of leadership roles, styles and competencies. Readers will find the summary pages and checklists valuable in planning transformational change when chaos reigns and the key to success is managing people, teams and organisation all at the same time.

Change leadership focus, 19 Feb 2006
There are many ways to describe what change is all about. This book by practising consultants has a leadership focus. It divides change into four target objects: individuals, teams, groups, organisations and leaders. The first half of the book explains some theory with models and the second half illustrates the value of the new knowledge with generic change scenarios.
Some the material is a little dated but does not detract from the point of the book. The analysis of change frameworks and models is particularly informative with good practical tips and how and when to apply them. If you aspire to be a change agent as a consultant or manager, see the chapter on Leading Change which is an excellent primary of leadership roles, styles and competencies. Readers will find the summary pages and checklists valuable in planning transformational change when chaos reigns and the key to success is managing people, teams and organisation all at the same time.

Jargon and pictures, 14 Oct 2008
I'm sorry but I have to disagree with the previous reviewer about this book. The authors have created a complicated and disorganised book that doesn't make much sense to someone with a fairly logical thinking pattern. The book is a great example of the abuse of graphics and tables to try and get a message accross, but eventually just confusing the reader.

It contains a lot of really big words but doesn't say much. I wish I could say I learnt something from it but it's really just a waste of good Brazilian rainforest.

Excellent and Complete BPM Book, 31 Jan 2007
This book is truly unique and like no other. It provides step-by-step guidelines how to actually do BPM projects. The framework gives me confidence that all aspects will be addressed during a project.

I specially like the first chapters, written in the form of Questions and Answers, they address precisely the type of issues which my company is struggling with at the moment.

The "one approach does not fit all" write-up shows that the authors understand the challenges of being successful in various organisations and that BPM in itself not a silver bullet is.

This book is very pragmatic and highly recommended for any BPM professional. Also check out the useful tools and checlists in the appendices.

A comprehensive briefing, not an operations manual, 11 Aug 2008

Esther Cameron and Mike Green's objective is to help their reader understand "why change happens, how change happens, and what needs to be done to make change a more welcoming concept" by carefully reviewing a wealth of resources that provide models, tools, and techniques of organizational change. Their purpose is not to explain how to plan and then implement a change initiative program. Those in need of guidance to do that should seek it elsewhere. (My suggestions would include James O'Toole's Leading Change and John Kotter's book of the same title as well as William Bridges' two books, Transitions and Managing Transitions.) Presumably Cameron and Green would be among the first to agree that it would be a fool's errand for a reader to adopt all of the information and counsel provided in this book when formulating and then implementing any change initiatives. Rather, each reader would be well-advised to absorb and digest the material and then select only what is most relevant to her or his own organization's specific needs, interests, objectives, and resources.

The material in this volume is carefully organized within two Parts:

The Underpinning Theory (Chapters 1-4): "Individual change is at the heart of everything that is achieved in organizations. Once individuals have the motivation to do something different, the whole world can begin to change...[Individuals] are to some extent governed by the norms of the groups they belong to, and groups are bound together in a whole system of groups of people that interconnect in various habitual ways. So the story is not always that simple. Individuals, teams, and organizations all play a part in the process of change, and leaders have a particularly onerous responsibility: that is, making all this happen."

The Applications (Chapters 5-8): In this Part, having looked at change and change management from three different perspectives (i.e. individual, team, and organization) and the roles, styles, and skills needed to become a successful leader of change, Cameron and Green apply this learning to specific types of change. "We have identified four generic change scenarios, and we look at the particular management challenges involved in initiating and implementing each type of change." These change scenarios are structural, mergers and acquisitions, cultural, and IT-based process.

One of Cameron and Green's most valuable devices is a graphic consolidation of key points that is inserted throughout their narrative. Each facilitates, indeed expedites frequent review later. For example:

Theory X and Theory Y Assumptions (Table 1.2, Page 19)
Myers Briggs Type Indicator types or MBTI (Table1.5, Page 45)
Teams going through change (Table 2.6, Pages 80-81)
Our conclusions about each model of change (Table 3.3, Pages 119-120)

Note: This last Table summarizes key points re that include Kurt Lewin (three-step model), R.J. Bullock and D. Batten (planned change), John Kotter (eight steps), R.F. Beckhard and R.T. Harris (change formula), David Nadler and B. Tushman (congruence model), William Bridges (managing the transition), Colin Carnall (change management model), and Peter Senge (systemic model).

Addressing team change during restructuring (Table 5.4, Pages 190-191)

Note: This "Forming" and "Storming" graphic correlates task (orientation), people (dependency), task (organizational), and people (conflict) within these categories: team purpose, team roles, team processes, tem relations, inter-term relations, MBTI, Key Belbin roles, and organizational focus.

In the concluding chapter, Cameron and Green share two "significant messages" that were ringing in their ears as the ink begins to dry on this book. "The first message we want to convey is about the importance of leaders being awake and aware. The notion of peripheral vision is a key one to keep in mind. Leaders need to wake up to what is going on around them. This means noticing the more than the obvious, the loud or directly visible. It means having an awareness of what is going on at the edges, and being observant about motion and change. Whichever assumptions a leader employs about the nature of change (machine, political system, organism or flux and transformation) there is a need to be extremely observant about what is going on in and around the organization...The second message is about the importance of reflection time. Leaders benefit greatly from taking regular, focused time to reflect on what is going on around them (the fruits of their peripheral vision), what is happening right now, what the options are and they are personally in all this. Their organizations benefit too because leadership action is considered, rather than knee-jerk."

Earlier, I suggested that Cameron and Green's objective is to help their reader understand "why change happens, how change happens, and what needs to be done to make change a more welcoming concept" by carefully reviewing a wealth of resources that provide models, tools, and techniques of organizational change. That is, theirs is a "what to think about" book, not a "how to do it" book. They focus their reader's attention on a wealth of options (e.g. theories and models), resources (e.g. MBTI), focal points (i.e. individual change, team change, organizational change or a combination thereof), and references (Pages 270-275) to consider. Those who absorb and digest the material with appropriate care will also receive at least some assistance from Cameron and Green when designing and then launching change initiatives that are most appropriate to the needs, interest, resources, and objectives of their own organization.

* * * * *

Those who share my regard for this book are urged to check out the aforementioned books of the same title (Leading Change) by O'Toole and Kotter as well as Edgar H. Schein's Organizational Culture and Leadership, and Michael Beitler's Strategic Organizational Change, (Second Edition). Also Sarah Cook's The Essential Guide to Employee Engagement: Better Business Performance through Staff Satisfaction, Richard H. Axelrod's Terms of Engagement: Changing the Way We Change Organizations, Michael L. Stallard's Fired Up or Burned Out: How to Reignite Your Team's Passion, Creativity, and Productivity, Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.

Spot on for what it is trying to be, 20 Aug 2007
As one would hope from authors writing about change management, this book is well thought out and executed.

It's not trying to be a massive, fully comprehensive tome on everything and anything to do with change management. Rather, it offers up some interesting theory and background on change, then follows it up with some practical chapters which are useful in many ways.

Even if you eschew the theory, it's well worth the purchase price. However, the theory is interesting reading in its own right, and will assist you to inform your ideas about change and how it can be deal with.


Nothing as practical as good theory, 25 Aug 2006
I think this text is a fine attempt at bringing together a huge subject area in a readable format. The mix of theory from many parts of management thinking and discussion on application make it more than just an academic text book. Change is hard to implement, but sound theory well applied will be successful in most cases. This text provides a great grounding in both. Recommended for thoughtful change managers, not the ones who shoot first and aim later.

Change leadership focus, 19 Feb 2006
There are many ways to describe what change is all about. This book by practising consultants has a leadership focus. It divides change into four target objects: individuals, teams, groups, organisations and leaders. The first half of the book explains some theory with models and the second half illustrates the value of the new knowledge with generic change scenarios.
Some the material is a little dated but does not detract from the point of the book. The analysis of change frameworks and models is particularly informative with good practical tips and how and when to apply them. If you aspire to be a change agent as a consultant or manager, see the chapter on Leading Change which is an excellent primary of leadership roles, styles and competencies. Readers will find the summary pages and checklists valuable in planning transformational change when chaos reigns and the key to success is managing people, teams and organisation all at the same time.

Change leadership focus, 19 Feb 2006
There are many ways to describe what change is all about. This book by practising consultants has a leadership focus. It divides change into four target objects: individuals, teams, groups, organisations and leaders. The first half of the book explains some theory with models and the second half illustrates the value of the new knowledge with generic change scenarios.
Some the material is a little dated but does not detract from the point of the book. The analysis of change frameworks and models is particularly informative with good practical tips and how and when to apply them. If you aspire to be a change agent as a consultant or manager, see the chapter on Leading Change which is an excellent primary of leadership roles, styles and competencies. Readers will find the summary pages and checklists valuable in planning transformational change when chaos reigns and the key to success is managing people, teams and organisation all at the same time.

Jargon and pictures, 14 Oct 2008
I'm sorry but I have to disagree with the previous reviewer about this book. The authors have created a complicated and disorganised book that doesn't make much sense to someone with a fairly logical thinking pattern. The book is a great example of the abuse of graphics and tables to try and get a message accross, but eventually just confusing the reader.

It contains a lot of really big words but doesn't say much. I wish I could say I learnt something from it but it's really just a waste of good Brazilian rainforest.

Excellent and Complete BPM Book, 31 Jan 2007
This book is truly unique and like no other. It provides step-by-step guidelines how to actually do BPM projects. The framework gives me confidence that all aspects will be addressed during a project.

I specially like the first chapters, written in the form of Questions and Answers, they address precisely the type of issues which my company is struggling with at the moment.

The "one approach does not fit all" write-up shows that the authors understand the challenges of being successful in various organisations and that BPM in itself not a silver bullet is.

This book is very pragmatic and highly recommended for any BPM professional. Also check out the useful tools and checlists in the appendices.

useful, 16 Sep 2005
A useful read for School finance people in the brave new world we have to operate in and how you can advanced yourself.

superb - written with great understanding, 05 Oct 2000
A book for all education administrators, bursars, headtachers and business managers. Detailing the ever changing role of the bursar and business manager in education. Should be in all high schools.

A useful introduction., 10 Sep 2000
This book is an exceptional tool for the new business manager. It combines useful practical examples with the theory of business management in schools. It is easy to read but not simple in its content.

A comprehensive briefing, not an operations manual, 11 Aug 2008

Esther Cameron and Mike Green's objective is to help their reader understand "why change happens, how change happens, and what needs to be done to make change a more welcoming concept" by carefully reviewing a wealth of resources that provide models, tools, and techniques of organizational change. Their purpose is not to explain how to plan and then implement a change initiative program. Those in need of guidance to do that should seek it elsewhere. (My suggestions would include James O'Toole's Leading Change and John Kotter's book of the same title as well as William Bridges' two books, Transitions and Managing Transitions.) Presumably Cameron and Green would be among the first to agree that it would be a fool's errand for a reader to adopt all of the information and counsel provided in this book when formulating and then implementing any change initiatives. Rather, each reader would be well-advised to absorb and digest the material and then select only what is most relevant to her or his own organization's specific needs, interests, objectives, and resources.

The material in this volume is carefully organized within two Parts:

The Underpinning Theory (Chapters 1-4): "Individual change is at the heart of everything that is achieved in organizations. Once individuals have the motivation to do something different, the whole world can begin to change...[Individuals] are to some extent governed by the norms of the groups they belong to, and groups are bound together in a whole system of groups of people that interconnect in various habitual ways. So the story is not always that simple. Individuals, teams, and organizations all play a part in the process of change, and leaders have a particularly onerous responsibility: that is, making all this happen."

The Applications (Chapters 5-8): In this Part, having looked at change and change management from three different perspectives (i.e. individual, team, and organization) and the roles, styles, and skills needed to become a successful leader of change, Cameron and Green apply this learning to specific types of change. "We have identified four generic change scenarios, and we look at the particular management challenges involved in initiating and implementing each type of change." These change scenarios are structural, mergers and acquisitions, cultural, and IT-based process.

One of Cameron and Green's most valuable devices is a graphic consolidation of key points that is inserted throughout their narrative. Each facilitates, indeed expedites frequent review later. For example:

Theory X and Theory Y Assumptions (Table 1.2, Page 19)
Myers Briggs Type Indicator types or MBTI (Table1.5, Page 45)
Teams going through change (Table 2.6, Pages 80-81)
Our conclusions about each model of change (Table 3.3, Pages 119-120)

Note: This last Table summarizes key points re that include Kurt Lewin (three-step model), R.J. Bullock and D. Batten (planned change), John Kotter (eight steps), R.F. Beckhard and R.T. Harris (change formula), David Nadler and B. Tushman (congruence model), William Bridges (managing the transition), Colin Carnall (change management model), and Peter Senge (systemic model).

Addressing team change during restructuring (Table 5.4, Pages 190-191)

Note: This "Forming" and "Storming" graphic correlates task (orientation), people (dependency), task (organizational), and people (conflict) within these categories: team purpose, team roles, team processes, tem relations, inter-term relations, MBTI, Key Belbin roles, and organizational focus.

In the concluding chapter, Cameron and Green share two "significant messages" that were ringing in their ears as the ink begins to dry on this book. "The first message we want to convey is about the importance of leaders being awake and aware. The notion of peripheral vision is a key one to keep in mind. Leaders need to wake up to what is going on around them. This means noticing the more than the obvious, the loud or directly visible. It means having an awareness of what is going on at the edges, and being observant about motion and change. Whichever assumptions a leader employs about the nature of change (machine, political system, organism or flux and transformation) there is a need to be extremely observant about what is going on in and around the organization...The second message is about the importance of reflection time. Leaders benefit greatly from taking regular, focused time to reflect on what is going on around them (the fruits of their peripheral vision), what is happening right now, what the options are and they are personally in all this. Their organizations benefit too because leadership action is considered, rather than knee-jerk."

Earlier, I suggested that Cameron and Green's objective is to help their reader understand "why change happens, how change happens, and what needs to be done to make change a more welcoming concept" by carefully reviewing a wealth of resources that provide models, tools, and techniques of organizational change. That is, theirs is a "what to think about" book, not a "how to do it" book. They focus their reader's attention on a wealth of options (e.g. theories and models), resources (e.g. MBTI), focal points (i.e. individual change, team change, organizational change or a combination thereof), and references (Pages 270-275) to consider. Those who absorb and digest the material with appropriate care will also receive at least some assistance from Cameron and Green when designing and then launching change initiatives that are most appropriate to the needs, interest, resources, and objectives of their own organization.

* * * * *

Those who share my regard for this book are urged to check out the aforementioned books of the same title (Leading Change) by O'Toole and Kotter as well as Edgar H. Schein's Organizational Culture and Leadership, and Michael Beitler's Strategic Organizational Change, (Second Edition). Also Sarah Cook's The Essential Guide to Employee Engagement: Better Business Performance through Staff Satisfaction, Richard H. Axelrod's Terms of Engagement: Changing the Way We Change Organizations, Michael L. Stallard's Fired Up or Burned Out: How to Reignite Your Team's Passion, Creativity, and Productivity, Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.

Spot on for what it is trying to be, 20 Aug 2007
As one would hope from authors writing about change management, this book is well thought out and executed.

It's not trying to be a massive, fully comprehensive tome on everything and anything to do with change management. Rather, it offers up some interesting theory and background on change, then follows it up with some practical chapters which are useful in many ways.

Even if you eschew the theory, it's well worth the purchase price. However, the theory is interesting reading in its own right, and will assist you to inform your ideas about change and how it can be deal with.


Nothing as practical as good theory, 25 Aug 2006
I think this text is a fine attempt at bringing together a huge subject area in a readable format. The mix of theory from many parts of management thinking and discussion on application make it more than just an academic text book. Change is hard to implement, but sound theory well applied will be successful in most cases. This text provides a great grounding in both. Recommended for thoughtful change managers, not the ones who shoot first and aim later.

Change leadership focus, 19 Feb 2006
There are many ways to describe what change is all about. This book by practising consultants has a leadership focus. It divides change into four target objects: individuals, teams, groups, organisations and leaders. The first half of the book explains some theory with models and the second half illustrates the value of the new knowledge with generic change scenarios.
Some the material is a little dated but does not detract from the point of the book. The analysis of change frameworks and models is particularly informative with good practical tips and how and when to apply them. If you aspire to be a change agent as a consultant or manager, see the chapter on Leading Change which is an excellent primary of leadership roles, styles and competencies. Readers will find the summary pages and checklists valuable in planning transformational change when chaos reigns and the key to success is managing people, teams and organisation all at the same time.

Change leadership focus, 19 Feb 2006
There are many ways to describe what change is all about. This book by practising consultants has a leadership focus. It divides change into four target objects: individuals, teams, groups, organisations and leaders. The first half of the book explains some theory with models and the second half illustrates the value of the new knowledge with generic change scenarios.
Some the material is a little dated but does not detract from the point of the book. The analysis of change frameworks and models is particularly informative with good practical tips and how and when to apply them. If you aspire to be a change agent as a consultant or manager, see the chapter on Leading Change which is an excellent primary of leadership roles, styles and competencies. Readers will find the summary pages and checklists valuable in planning transformational change when chaos reigns and the key to success is managing people, teams and organisation all at the same time.

Jargon and pictures, 14 Oct 2008
I'm sorry but I have to disagree with the previous reviewer about this book. The authors have created a complicated and disorganised book that doesn't make much sense to someone with a fairly logical thinking pattern. The book is a great example of the abuse of graphics and tables to try and get a message accross, but eventually just confusing the reader.

It contains a lot of really big words but doesn't say much. I wish I could say I learnt something from it but it's really just a waste of good Brazilian rainforest.

Excellent and Complete BPM Book, 31 Jan 2007
This book is truly unique and like no other. It provides step-by-step guidelines how to actually do BPM projects. The framework gives me confidence that all aspects will be addressed during a project.

I specially like the first chapters, written in the form of Questions and Answers, they address precisely the type of issues which my company is struggling with at the moment.

The "one approach does not fit all" write-up shows that the authors understand the challenges of being successful in various organisations and that BPM in itself not a silver bullet is.

This book is very pragmatic and highly recommended for any BPM professional. Also check out the useful tools and checlists in the appendices.

useful, 16 Sep 2005
A useful read for School finance people in the brave new world we have to operate in and how you can advanced yourself.

superb - written with great understanding, 05 Oct 2000
A book for all education administrators, bursars, headtachers and business managers. Detailing the ever changing role of the bursar and business manager in education. Should be in all high schools.

A useful introduction., 10 Sep 2000
This book is an exceptional tool for the new business manager. It combines useful practical examples with the theory of business management in schools. It is easy to read but not simple in its content.

A methodical guide to major organizational change, 12 Mar 2008
This book's utility comes from its specificity. Managing major change is very difficult, but Behnam N. Tabrizi spells out exactly what your organization should do over three 30-day stages of the process. He provides numbered lists, flow charts, diagrams and examples to illustrate his model. The 90-day (plus time before and after) model itself is exciting and demanding, though some elements of the book are stronger than others. Tabrizi's insistence on preparation before a change and his call for sharp execution during implementation is firmly grounded in realism. getAbstract recommends Tabrizi's visionary book to anyone who is guiding or involved in major organizational change. Beware, however, that the very ease of reading and the clarity of the model may gloss over some of the challenges of change. Sometimes, identifying where an industry is going or what the best response to larger trends might be isn't as easy as Tabrizi makes it sound. Likewise, getting people to commit to working double jobs for the three months this model demands may be difficult...but quite worthwhile.

A brilliant analysis of "the ultimate power of transformation", 06 Feb 2008

With regard to this book's title and to the model that Behnam N. Tabrizi, it is important to note at the outset that he does not believe that organizational transformation can be completed in only three months. What he offers is a framework with which to formulate a program that, once implemented, may require 6-12 additional months (or more) to achieve the desired objectives. The proposed model has these characteristics: all-encompassing (i.e. "all aspects of the company, looking under all the rocks and leaving no stones unturned"), integrative (i.e. "various functions and processes within the organization" are synchronized), fast (i.e. "fully engaged in all [its] efforts in parallel, looking at everything at once" expeditiously), and have full, passionate commitment and buy-in, "especially at the top layers of the organization."

Tabrizi rigorously examines six companies that have used the 90 days model: 3M, VeriSign, Nissan, Bay Networks, Apple, and ACI. All of them proceeded through a multi-phase process. Here's the timetable:

Pretransformation (30-90 days)

Phase 1: Diagnosis (30 days)
Phase 2: Envisioning the future (30 days)
Phase 3: Paving the road (30 days)

Transformation implementation (6-12 months)

Of course, these are general guidelines and the timetable will vary among organizations that commit themselves to transformation initiatives and progress of such initiatives will also vary, once formulated and then implemented. Barriers are inevitable and some will probably be the result of what James O'Toole has so aptly characterized as "the ideology of comfort and the tyranny of custom." He correctly points out that "today's executives believe they are struggling with an unprecedented leadership challenge to create internal strategic unity within a chaotic external environment." This challenge is exacerbated by the fact that so many companies are now competing in what Thomas Friedman has described as a "flat world."

Of special interest to me is what Tabrizi has to say about envisioning the future during the second phase, in Chapter 5. "Now, it is time for the teams to shift their focus and start looking at solutions for [the problems previously identified]. Over the next thirty days, with [various] pain points in mind, the teams will work on identifying various alternatives for treatment and remedy" by following this sequence: cascading goals > creating a set of metrics > rationalization of key areas > developing a set of "big ideas" > gap analysis > ongoing organizational excellence > get an early start on implementation [i.e. "picking low-hanging fruit" > Day 60 integration meeting > tiger teams. Tabrizi carefully explains what each of the steps in this sequence involves, and, correlates the importance of each to the other steps that precede and follow it. Along the way, he cites real-world examples from companies that include Hewlett-Packard, Apple, Nissan, VeriSign, Telefónica de España, Bay Networks, and The Home Depot. By the completion of Phase 2, teams will have "rationalized and streamlined their portfolio of products and services and used gap analysis of revenue projections...[and will have] developed their big ideas, which were recommendations shared with the EMT [i.e. executive management team] at the day 60 integration meeting. In some cases, new rapid response teams, called tiger teams, need to be created to address areas that have been previously ignored or overlooked."

Throughout the balance of his narrative, Tabrizi explains how to build on accomplishments achieved through the second phase so that those involved are well-prepared to meet the challenges that await them when they begin the 6-12 month process of full implementation. The model he proposes is not for every organization, as he duly acknowledges. Moreover, those organizations that that select it when planning and then implementing transformation initiatives must be sufficiently agile and flexible to make whatever modifications of the model may be necessary.

"However, it is only a matter of time before change is required again. The question then is, How do I continue to change before I have to? The beauty of the 90 days model is that it spins out an army of change agents with informal networks and experience working across numerous boundaries, and who have internalized change and the change process." Tabrizi then goes on to point out that, by creating an organization of change leaders that think outside the box, "the company will be better prepared to change in the future, fir employees will be less resistant and more experienced...Instead of being something to be feared, change becomes something that is empowering. Change promotes growth. And that is the ultimate power of transformation."

Those who share my high regard for this book are urged to check out James O'Toole's Leading Change: The Argument for Values-Based Leadership, Corporate Agility: A Revolutionary Model for Competing in a Flat World co-authored by Charles E. Grantham, James P. Ware, and Cory Williamson, Kevan Hall's Speed Lead: Faster, Simpler Ways to Manage People, Projects and Teams in Complex Companies, Dean R. Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.

A comprehensive briefing, not an operations manual, 11 Aug 2008

Esther Cameron and Mike Green's objective is to help their reader understand "why change happens, how change happens, and what needs to be done to make change a more welcoming concept" by carefully reviewing a wealth of resources that provide models, tools, and techniques of organizational change. Their purpose is not to explain how to plan and then implement a change initiative program. Those in need of guidance to do that should seek it elsewhere. (My suggestions would include James O'Toole's Leading Change and John Kotter's book of the same title as well as William Bridges' two books, Transitions and Managing Transitions.) Presumably Cameron and Green would be among the first to agree that it would be a fool's errand for a reader to adopt all of the information and counsel provided in this book when formulating and then implementing any change initiatives. Rather, each reader would be well-advised to absorb and digest the material and then select only what is most relevant to her or his own organization's specific needs, interests, objectives, and resources.

The material in this volume is carefully organized within two Parts:

The Underpinning Theory (Chapters 1-4): "Individual change is at the heart of everything that is achieved in organizations. Once individuals have the motivation to do something different, the whole world can begin to change...[Individuals] are to some extent governed by the norms of the groups they belong to, and groups are bound together in a whole system of groups of people that interconnect in various habitual ways. So the story is not always that simple. Individuals, teams, and organizations all play a part in the process of change, and leaders have a particularly onerous responsibility: that is, making all this happen."

The Applications (Chapters 5-8): In this Part, having looked at change and change management from three different perspectives (i.e. individual, team, and organization) and the roles, styles, and skills needed to become a successful leader of change, Cameron and Green apply this learning to specific types of change. "We have identified four generic change scenarios, and we look at the particular management challenges involved in initiating and implementing each type of change." These change scenarios are structural, mergers and acquisitions, cultural, and IT-based process.

One of Cameron and Green's most valuable devices is a graphic consolidation of key points that is inserted throughout their narrative. Each facilitates, indeed expedites frequent review later. For example:

Theory X and Theory Y Assumptions (Table 1.2, Page 19)
Myers Briggs Type Indicator types or MBTI (Table1.5, Page 45)
Teams going through change (Table 2.6, Pages 80-81)
Our conclusions about each model of change (Table 3.3, Pages 119-120)

Note: This last Table summarizes key points re that include Kurt Lewin (three-step model), R.J. Bullock and D. Batten (planned change), John Kotter (eight steps), R.F. Beckhard and R.T. Harris (change formula), David Nadler and B. Tushman (congruence model), William Bridges (managing the transition), Colin Carnall (change management model), and Peter Senge (systemic model).

Addressing team change during restructuring (Table 5.4, Pages 190-191)

Note: This "Forming" and "Storming" graphic correlates task (orientation), people (dependency), task (organizational), and people (conflict) within these categories: team purpose, team roles, team processes, tem relations, inter-term relations, MBTI, Key Belbin roles, and organizational focus.

In the concluding chapter, Cameron and Green share two "significant messages" that were ringing in their ears as the ink begins to dry on this book. "The first message we want to convey is about the importance of leaders being awake and aware. The notion of peripheral vision is a key one to keep in mind. Leaders need to wake up to what is going on around them. This means noticing the more than the obvious, the loud or directly visible. It means having an awareness of what is going on at the edges, and being observant about motion and change. Whichever assumptions a leader employs about the nature of change (machine, political system, organism or flux and transformation) there is a need to be extremely observant about what is going on in and around the organization...The second message is about the importance of reflection time. Leaders benefit greatly from taking regular, focused time to reflect on what is going on around them (the fruits of their peripheral vision), what is happening right now, what the options are and they are personally in all this. Their organizations benefit too because leadership action is considered, rather than knee-jerk."

Earlier, I suggested that Cameron and Green's objective is to help their reader understand "why change happens, how change happens, and what needs to be done to make change a more welcoming concept" by carefully reviewing a wealth of resources that provide models, tools, and techniques of organizational change. That is, theirs is a "what to think about" book, not a "how to do it" book. They focus their reader's attention on a wealth of options (e.g. theories and models), resources (e.g. MBTI), focal points (i.e. individual change, team change, organizational change or a combination thereof), and references (Pages 270-275) to consider. Those who absorb and digest the material with appropriate care will also receive at least some assistance from Cameron and Green when designing and then launching change initiatives that are most appropriate to the needs, interest, resources, and objectives of their own organization.

* * * * *

Those who share my regard for this book are urged to check out the aforementioned books of the same title (Leading Change) by O'Toole and Kotter as well as Edgar H. Schein's Organizational Culture and Leadership, and Michael Beitler's Strategic Organizational Change, (Second Edition). Also Sarah Cook's The Essential Guide to Employee Engagement: Better Business Performance through Staff Satisfaction, Richard H. Axelrod's Terms of Engagement: Changing the Way We Change Organizations, Michael L. Stallard's Fired Up or Burned Out: How to Reignite Your Team's Passion, Creativity, and Productivity, Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.

Spot on for what it is trying to be, 20 Aug 2007
As one would hope from authors writing about change management, this book is well thought out and executed.

It's not trying to be a massive, fully comprehensive tome on everything and anything to do with change management. Rather, it offers up some interesting theory and background on change, then follows it up with some practical chapters which are useful in many ways.

Even if you eschew the theory, it's well worth the purchase price. However, the theory is interesting reading in its own right, and will assist you to inform your ideas about change and how it can be deal with.


Nothing as practical as good theory, 25 Aug 2006
I think this text is a fine attempt at bringing together a huge subject area in a readable format. The mix of theory from many parts of management thinking and discussion on application make it more than just an academic text book. Change is hard to implement, but sound theory well applied will be successful in most cases. This text provides a great grounding in both. Recommended for thoughtful change managers, not the ones who shoot first and aim later.

Change leadership focus, 19 Feb 2006
There are many ways to describe what change is all about. This book by practising consultants has a leadership focus. It divides change into four target objects: individuals, teams, groups, organisations and leaders. The first half of the book explains some theory with models and the second half illustrates the value of the new knowledge with generic change scenarios.
Some the material is a little dated but does not detract from the point of the book. The analysis of change frameworks and models is particularly informative with good practical tips and how and when to apply them. If you aspire to be a change agent as a consultant or manager, see the chapter on Leading Change which is an excellent primary of leadership roles, styles and competencies. Readers will find the summary pages and checklists valuable in planning transformational change when chaos reigns and the key to success is managing people, teams and organisation all at the same time.

Change leadership focus, 19 Feb 2006
There are many ways to describe what change is all about. This book by practising consultants has a leadership focus. It divides change into four target objects: individuals, teams, groups, organisations and leaders. The first half of the book explains some theory with models and the second half illustrates the value of the new knowledge with generic change scenarios.
Some the material is a little dated but does not detract from the point of the book. The analysis of change frameworks and models is particularly informative with good practical tips and how and when to apply them. If you aspire to be a change agent as a consultant or manager, see the chapter on Leading Change which is an excellent primary of leadership roles, styles and competencies. Readers will find the summary pages and checklists valuable in planning transformational change when chaos reigns and the key to success is managing people, teams and organisation all at the same time.

Jargon and pictures, 14 Oct 2008
I'm sorry but I have to disagree with the previous reviewer about this book. The authors have created a complicated and disorganised book that doesn't make much sense to someone with a fairly logical thinking pattern. The book is a great example of the abuse of graphics and tables to try and get a message accross, but eventually just confusing the reader.

It contains a lot of really big words but doesn't say much. I wish I could say I learnt something from it but it's really just a waste of good Brazilian rainforest.

Excellent and Complete BPM Book, 31 Jan 2007
This book is truly unique and like no other. It provides step-by-step guidelines how to actually do BPM projects. The framework gives me confidence that all aspects will be addressed during a project.

I specially like the first chapters, written in the form of Questions and Answers, they address precisely the type of issues which my company is struggling with at the moment.

The "one approach does not fit all" write-up shows that the authors understand the challenges of being successful in various organisations and that BPM in itself not a silver bullet is.

This book is very pragmatic and highly recommended for any BPM professional. Also check out the useful tools and checlists in the appendices.

useful, 16 Sep 2005
A useful read for School finance people in the brave new world we have to operate in and how you can advanced yourself.

superb - written with great understanding, 05 Oct 2000
A book for all education administrators, bursars, headtachers and business managers. Detailing the ever changing role of the bursar and business manager in education. Should be in all high schools.

A useful introduction., 10 Sep 2000
This book is an exceptional tool for the new business manager. It combines useful practical examples with the theory of business management in schools. It is easy to read but not simple in its content.

A methodical guide to major organizational change, 12 Mar 2008
This book's utility comes from its specificity. Managing major change is very difficult, but Behnam N. Tabrizi spells out exactly what your organization should do over three 30-day stages of the process. He provides numbered lists, flow charts, diagrams and examples to illustrate his model. The 90-day (plus time before and after) model itself is exciting and demanding, though some elements of the book are stronger than others. Tabrizi's insistence on preparation before a change and his call for sharp execution during implementation is firmly grounded in realism. getAbstract recommends Tabrizi's visionary book to anyone who is guiding or involved in major organizational change. Beware, however, that the very ease of reading and the clarity of the model may gloss over some of the challenges of change. Sometimes, identifying where an industry is going or what the best response to larger trends might be isn't as easy as Tabrizi makes it sound. Likewise, getting people to commit to working double jobs for the three months this model demands may be difficult...but quite worthwhile.

A brilliant analysis of "the ultimate power of transformation", 06 Feb 2008

With regard to this book's title and to the model that Behnam N. Tabrizi, it is important to note at the outset that he does not believe that organizational transformation can be completed in only three months. What he offers is a framework with which to formulate a program that, once implemented, may require 6-12 additional months (or more) to achieve the desired objectives. The proposed model has these characteristics: all-encompassing (i.e. "all aspects of the company, looking under all the rocks and leaving no stones unturned"), integrative (i.e. "various functions and processes within the organization" are synchronized), fast (i.e. "fully engaged in all [its] efforts in parallel, looking at everything at once" expeditiously), and have full, passionate commitment and buy-in, "especially at the top layers of the organization."

Tabrizi rigorously examines six companies that have used the 90 days model: 3M, VeriSign, Nissan, Bay Networks, Apple, and ACI. All of them proceeded through a multi-phase process. Here's the timetable:

Pretransformation (30-90 days)

Phase 1: Diagnosis (30 days)
Phase 2: Envisioning the future (30 days)
Phase 3: Paving the road (30 days)

Transformation implementation (6-12 months)

Of course, these are general guidelines and the timetable will vary among organizations that commit themselves to transformation initiatives and progress of such initiatives will also vary, once formulated and then implemented. Barriers are inevitable and some will probably be the result of what James O'Toole has so aptly characterized as "the ideology of comfort and the tyranny of custom." He correctly points out that "today's executives believe they are struggling with an unprecedented leadership challenge to create internal strategic unity within a chaotic external environment." This challenge is exacerbated by the fact that so many companies are now competing in what Thomas Friedman has described as a "flat world."

Of special interest to me is what Tabrizi has to say about envisioning the future during the second phase, in Chapter 5. "Now, it is time for the teams to shift their focus and start looking at solutions for [the problems previously identified]. Over the next thirty days, with [various] pain points in mind, the teams will work on identifying various alternatives for treatment and remedy" by following this sequence: cascading goals > creating a set of metrics > rationalization of key areas > developing a set of "big ideas" > gap analysis > ongoing organizational excellence > get an early start on implementation [i.e. "picking low-hanging fruit" > Day 60 integration meeting > tiger teams. Tabrizi carefully explains what each of the steps in this sequence involves, and, correlates the importance of each to the other steps that precede and follow it. Along the way, he cites real-world examples from companies that include Hewlett-Packard, Apple, Nissan, VeriSign, Telefónica de España, Bay Networks, and The Home Depot. By the completion of Phase 2, teams will have "rationalized and streamlined their portfolio of products and services and used gap analysis of revenue projections...[and will have] developed their big ideas, which were recommendations shared with the EMT [i.e. executive management team] at the day 60 integration meeting. In some cases, new rapid response teams, called tiger teams, need to be created to address areas that have been previously ignored or overlooked."

Throughout the balance of his narrative, Tabrizi explains how to build on accomplishments achieved through the second phase so that those involved are well-prepared to meet the challenges that await them when they begin the 6-12 month process of full implementation. The model he proposes is not for every organization, as he duly acknowledges. Moreover, those organizations that that select it when planning and then implementing transformation initiatives must be sufficiently agile and flexible to make whatever modifications of the model may be necessary.

"However, it is only a matter of time before change is required again. The question then is, How do I continue to change before I have to? The beauty of the 90 days model is that it spins out an army of change agents with informal networks and experience working across numerous boundaries, and who have internalized change and the change process." Tabrizi then goes on to point out that, by creating an organization of change leaders that think outside the box, "the company will be better prepared to change in the future, fir employees will be less resistant and more experienced...Instead of being something to be feared, change becomes something that is empowering. Change promotes growth. And that is the ultimate power of transformation."

Those who share my high regard for this book are urged to check out James O'Toole's Leading Change: The Argument for Values-Based Leadership, Corporate Agility: A Revolutionary Model for Competing in a Flat World co-authored by Charles E. Grantham, James P. Ware, and Cory Williamson, Kevan Hall's Speed Lead: Faster, Simpler Ways to Manage People, Projects and Teams in Complex Companies, Dean R. Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.

Clear, concise and great advice, 25 Sep 2005
Corbett is one of the leading advisors on outsourcing in business today. He has advised the US government on the subject and been responsible for promoting the use of outsourcing as a business strategy for over a decade now. His book is really a summary of his wisdom and experience in this marketplace. He looks a little at the history of strategic sourcing and then charges through the topic, detailing how to get it right in each chapter. It really is an easy to read book that is focused on the outsourcing professional and should be on the desk of all managers involved in outsourcing decisions.

Highly Rcommended!, 22 Dec 2004
Author Michael F. Corbett boldly stakes out the territory for his book on outsourcing. As a consultant and as an advocate of the offshore outsourcing movement, he states plainly that he wants this to become the essential guidebook for anyone considering outsourcing. Impressively, he takes great strides toward achieving just that. Clearly written and easily readable, his book refutes exaggerated concerns about job loss while providing nuts and bolts advice on getting started, picking a leader for your outsource project design team, negotiating contracts and maintaining your relationship with your outsourcing vendor. He makes a sound case for a strategic approach to outsourcing as a potential primary driver of the global economy. We find that his comprehensive treatment of outsourcing issues makes this a must-read for anyone who seeks a better understanding of the outsourcing phenomenon, particularly executives thinking about dipping their toes into offshore waters.

A comprehensive briefing, not an operations manual, 11 Aug 2008

Esther Cameron and Mike Green's objective is to help their reader understand "why change happens, how change happens, and what needs to be done to make change a more welcoming concept" by carefully reviewing a wealth of resources that provide models, tools, and techniques of organizational change. Their purpose is not to explain how to plan and then implement a change initiative program. Those in need of guidance to do that should seek it elsewhere. (My suggestions would include James O'Toole's Leading Change and John Kotter's book of the same title as well as William Bridges' two books, Transitions and Managing Transitions.) Presumably Cameron and Green would be among the first to agree that it would be a fool's errand for a reader to adopt all of the information and counsel provided in this book when formulating and then implementing any change initiatives. Rather, each reader would be well-advised to absorb and digest the material and then select only what is most relevant to her or his own organization's specific needs, interests, objectives, and resources.

The material in this volume is carefully organized within two Parts:

The Underpinning Theory (Chapters 1-4): "Individual change is at the heart of everything that is achieved in organizations. Once individuals have the motivation to do something different, the whole world can begin to change...[Individuals] are to some extent governed by the norms of the groups they belong to, and groups are bound together in a whole system of groups of people that interconnect in various habitual ways. So the story is not always that simple. Individuals, teams, and organizations all play a part in the process of change, and leaders have a particularly onerous responsibility: that is, making all this happen."

The Applications (Chapters 5-8): In this Part, having looked at change and change management from three different perspectives (i.e. individual, team, and organization) and the roles, styles, and skills needed to become a successful leader of change, Cameron and Green apply this learning to specific types of change. "We have identified four generic change scenarios, and we look at the particular management challenges involved in initiating and implementing each type of change." These change scenarios are structural, mergers and acquisitions, cultural, and IT-based process.

One of Cameron and Green's most valuable devices is a graphic consolidation of key points that is inserted throughout their narrative. Each facilitates, indeed expedites frequent review later. For example:

Theory X and Theory Y Assumptions (Table 1.2, Page 19)
Myers Briggs Type Indicator types or MBTI (Table1.5, Page 45)
Teams going through change (Table 2.6, Pages 80-81)
Our conclusions about each model of change (Table 3.3, Pages 119-120)

Note: This last Table summarizes key points re that include Kurt Lewin (three-step model), R.J. Bullock and D. Batten (planned change), John Kotter (eight steps), R.F. Beckhard and R.T. Harris (change formula), David Nadler and B. Tushman (congruence model), William Bridges (managing the transition), Colin Carnall (change management model), and Peter Senge (systemic model).

Addressing team change during restructuring (Table 5.4, Pages 190-191)

Note: This "Forming" and "Storming" graphic correlates task (orientation), people (dependency), task (organizational), and people (conflict) within these categories: team purpose, team roles, team processes, tem relations, inter-term relations, MBTI, Key Belbin roles, and organizational focus.

In the concluding chapter, Cameron and Green share two "significant messages" that were ringing in their ears as the ink begins to dry on this book. "The first message we want to convey is about the importance of leaders being awake and aware. The notion of peripheral vision is a key one to keep in mind. Leaders need to wake up to what is going on around them. This means noticing the more than the obvious, the loud or directly visible. It means having an awareness of what is going on at the edges, and being observant about motion and change. Whichever assumptions a leader employs about the nature of change (machine, political system, organism or flux and transformation) there is a need to be extremely observant about what is going on in and around the organization...The second message is about the importance of reflection time. Leaders benefit greatly from taking regular, focused time to reflect on what is going on around them (the fruits of their peripheral vision), what is happening right now, what the options are and they are personally in all this. Their organizations benefit too because leadership action is considered, rather than knee-jerk."

Earlier, I suggested that Cameron and Green's objective is to help their reader understand "why change happens, how change happens, and what needs to be done to make change a more welcoming concept" by carefully reviewing a wealth of resources that provide models, tools, and techniques of organizational change. That is, theirs is a "what to think about" book, not a "how to do it" book. They focus their reader's attention on a wealth of options (e.g. theories and models), resources (e.g. MBTI), focal points (i.e. individual change, team change, organizational change or a combination thereof), and references (Pages 270-275) to consider. Those who absorb and digest the material with appropriate care will also receive at least some assistance from Cameron and Green when designing and then launching change initiatives that are most appropriate to the needs, interest, resources, and objectives of their own organization.

* * * * *

Those who share my regard for this book are urged to check out the aforementioned books of the same title (Leading Change) by O'Toole and Kotter as well as Edgar H. Schein's Organizational Culture and Leadership, and Michael Beitler's Strategic Organizational Change, (Second Edition). Also Sarah Cook's The Essential Guide to Employee Engagement: Better Business Performance through Staff Satisfaction, Richard H. Axelrod's Terms of Engagement: Changing the Way We Change Organizations, Michael L. Stallard's Fired Up or Burned Out: How to Reignite Your Team's Passion, Creativity, and Productivity, Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.

Spot on for what it is trying to be, 20 Aug 2007
As one would hope from authors writing about change management, this book is well thought out and executed.

It's not trying to be a massive, fully comprehensive tome on everything and anything to do with change management. Rather, it offers up some interesting theory and background on change, then follows it up with some practical chapters which are useful in many ways.

Even if you eschew the theory, it's well worth the purchase price. However, the theory is interesting reading in its own right, and will assist you to inform your ideas about change and how it can be deal with.


Nothing as practical as good theory, 25 Aug 2006
I think this text is a fine attempt at bringing together a huge subject area in a readable format. The mix of theory from many parts of management thinking and discussion on application make it more than just an academic text book. Change is hard to implement, but sound theory well applied will be successful in most cases. This text provides a great grounding in both. Recommended for thoughtful change managers, not the ones who shoot first and aim later.

Change leadership focus, 19 Feb 2006
There are many ways to describe what change is all about. This book by practising consultants has a leadership focus. It divides change into four target objects: individuals, teams, groups, organisations and leaders. The first half of the book explains some theory with models and the second half illustrates the value of the new knowledge with generic change scenarios.
Some the material is a little dated but does not detract from the point of the book. The analysis of change frameworks and models is particularly informative with good practical tips and how and when to apply them. If you aspire to be a change agent as a consultant or manager, see the chapter on Leading Change which is an excellent primary of leadership roles, styles and competencies. Readers will find the summary pages and checklists valuable in planning transformational change when chaos reigns and the key to success is managing people, teams and organisation all at the same time.

Change leadership focus, 19 Feb 2006
There are many ways to describe what change is all about. This book by practising consultants has a leadership focus. It divides change into four target objects: individuals, teams, groups, organisations and leaders. The first half of the book explains some theory with models and the second half illustrates the value of the new knowledge with generic change scenarios.
Some the material is a little dated but does not detract from the point of the book. The analysis of change frameworks and models is particularly informative with good practical tips and how and when to apply them. If you aspire to be a change agent as a consultant or manager, see the chapter on Leading Change which is an excellent primary of leadership roles, styles and competencies. Readers will find the summary pages and checklists valuable in planning transformational change when chaos reigns and the key to success is managing people, teams and organisation all at the same time.

Jargon and pictures, 14 Oct 2008
I'm sorry but I have to disagree with the previous reviewer about this book. The authors have created a complicated and disorganised book that doesn't make much sense to someone with a fairly logical thinking pattern. The book is a great example of the abuse of graphics and tables to try and get a message accross, but eventually just confusing the reader.

It contains a lot of really big words but doesn't say much. I wish I could say I learnt something from it but it's really just a waste of good Brazilian rainforest.

Excellent and Complete BPM Book, 31 Jan 2007
This book is truly unique and like no other. It provides step-by-step guidelines how to actually do BPM projects. The framework gives me confidence that all aspects will be addressed during a project.

I specially like the first chapters, written in the form of Questions and Answers, they address precisely the type of issues which my company is struggling with at the moment.

The "one approach does not fit all" write-up shows that the authors understand the challenges of being successful in various organisations and that BPM in itself not a silver bullet is.

This book is very pragmatic and highly recommended for any BPM professional. Also check out the useful tools and checlists in the appendices.

useful, 16 Sep 2005
A useful read for School finance people in the brave new world we have to operate in and how you can advanced yourself.

superb - written with great understanding, 05 Oct 2000
A book for all education administrators, bursars, headtachers and business managers. Detailing the ever changing role of the bursar and business manager in education. Should be in all high schools.

A useful introduction., 10 Sep 2000
This book is an exceptional tool for the new business manager. It combines useful practical examples with the theory of business management in schools. It is easy to read but not simple in its content.

A methodical guide to major organizational change, 12 Mar 2008
This book's utility comes from its specificity. Managing major change is very difficult, but Behnam N. Tabrizi spells out exactly what your organization should do over three 30-day stages of the process. He provides numbered lists, flow charts, diagrams and examples to illustrate his model. The 90-day (plus time before and after) model itself is exciting and demanding, though some elements of the book are stronger than others. Tabrizi's insistence on preparation before a change and his call for sharp execution during implementation is firmly grounded in realism. getAbstract recommends Tabrizi's visionary book to anyone who is guiding or involved in major organizational change. Beware, however, that the very ease of reading and the clarity of the model may gloss over some of the challenges of change. Sometimes, identifying where an industry is going or what the best response to larger trends might be isn't as easy as Tabrizi makes it sound. Likewise, getting people to commit to working double jobs for the three months this model demands may be difficult...but quite worthwhile.

A brilliant analysis of "the ultimate power of transformation", 06 Feb 2008

With regard to this book's title and to the model that Behnam N. Tabrizi, it is important to note at the outset that he does not believe that organizational transformation can be completed in only three months. What he offers is a framework with which to formulate a program that, once implemented, may require 6-12 additional months (or more) to achieve the desired objectives. The proposed model has these characteristics: all-encompassing (i.e. "all aspects of the company, looking under all the rocks and leaving no stones unturned"), integrative (i.e. "various functions and processes within the organization" are synchronized), fast (i.e. "fully engaged in all [its] efforts in parallel, looking at everything at once" expeditiously), and have full, passionate commitment and buy-in, "especially at the top layers of the organization."

Tabrizi rigorously examines six companies that have used the 90 days model: 3M, VeriSign, Nissan, Bay Networks, Apple, and ACI. All of them proceeded through a multi-phase process. Here's the timetable:

Pretransformation (30-90 days)

Phase 1: Diagnosis (30 days)
Phase 2: Envisioning the future (30 days)
Phase 3: Paving the road (30 days)

Transformation implementation (6-12 months)

Of course, these are general guidelines and the timetable will vary among organizations that commit themselves to transformation initiatives and progress of such initiatives will also vary, once formulated and then implemented. Barriers are inevitable and some will probably be the result of what James O'Toole has so aptly characterized as "the ideology of comfort and the tyranny of custom." He correctly points out that "today's executives believe they are struggling with an unprecedented leadership challenge to create internal strategic unity within a chaotic external environment." This challenge is exacerbated by the fact that so many companies are now competing in what Thomas Friedman has described as a "flat world."

Of special interest to me is what Tabrizi has to say about envisioning the future during the second phase, in Chapter 5. "Now, it is time for the teams to shift their focus and start looking at solutions for [the problems previously identified]. Over the next thirty days, with [various] pain points in mind, the teams will work on identifying various alternatives for treatment and remedy" by following this sequence: cascading goals > creating a set of metrics > rationalization of key areas > developing a set of "big ideas" > gap analysis > ongoing organizational excellence > get an early start on implementation [i.e. "picking low-hanging fruit" > Day 60 integration meeting > tiger teams. Tabrizi carefully explains what each of the steps in this sequence involves, and, correlates the importance of each to the other steps that precede and follow it. Along the way, he cites real-world examples from companies that include Hewlett-Packard, Apple, Nissan, VeriSign, Telefónica de España, Bay Networks, and The Home Depot. By the completion of Phase 2, teams will have "rationalized and streamlined their portfolio of products and services and used gap analysis of revenue projections...[and will have] developed their big ideas, which were recommendations shared with the EMT [i.e. executive management team] at the day 60 integration meeting. In some cases, new rapid response teams, called tiger teams, need to be created to address areas that have been previously ignored or overlooked."

Throughout the balance of his narrative, Tabrizi explains how to build on accomplishments achieved through the second phase so that those involved are well-prepared to meet the challenges that await them when they begin the 6-12 month process of full implementation. The model he proposes is not for every organization, as he duly acknowledges. Moreover, those organizations that that select it when planning and then implementing transformation initiatives must be sufficiently agile and flexible to make whatever modifications of the model may be necessary.

"However, it is only a matter of time before change is required again. The question then is, How do I continue to change before I have to? The beauty of the 90 days model is that it spins out an army of change agents with informal networks and experience working across numerous boundaries, and who have internalized change and the change process." Tabrizi then goes on to point out that, by creating an organization of change leaders that think outside the box, "the company will be better prepared to change in the future, fir employees will be less resistant and more experienced...Instead of being something to be feared, change becomes something that is empowering. Change promotes growth. And that is the ultimate power of transformation."

Those who share my high regard for this book are urged to check out James O'Toole's Leading Change: The Argument for Values-Based Leadership, Corporate Agility: A Revolutionary Model for Competing in a Flat World co-authored by Charles E. Grantham, James P. Ware, and Cory Williamson, Kevan Hall's Speed Lead: Faster, Simpler Ways to Manage People, Projects and Teams in Complex Companies, Dean R. Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.

Clear, concise and great advice, 25 Sep 2005
Corbett is one of the leading advisors on outsourcing in business today. He has advised the US government on the subject and been responsible for promoting the use of outsourcing as a business strategy for over a decade now. His book is really a summary of his wisdom and experience in this marketplace. He looks a little at the history of strategic sourcing and then charges through the topic, detailing how to get it right in each chapter. It really is an easy to read book that is focused on the outsourcing professional and should be on the desk of all managers involved in outsourcing decisions.

Highly Rcommended!, 22 Dec 2004
Author Michael F. Corbett boldly stakes out the territory for his book on outsourcing. As a consultant and as an advocate of the offshore outsourcing movement, he states plainly that he wants this to become the essential guidebook for anyone considering outsourcing. Impressively, he takes great strides toward achieving just that. Clearly written and easily readable, his book refutes exaggerated concerns about job loss while providing nuts and bolts advice on getting started, picking a leader for your outsource project design team, negotiating contracts and maintaining your relationship with your outsourcing vendor. He makes a sound case for a strategic approach to outsourcing as a potential primary driver of the global economy. We find that his comprehensive treatment of outsourcing issues makes this a must-read for anyone who seeks a better understanding of the outsourcing phenomenon, particularly executives thinking about dipping their toes into offshore waters.

Effectiveness, Efficiency, Flexibility, Innovation, ..., 03 Dec 2001
I highly recommend this easy-to-study book to anyone related with business and interested in management. Open-minded people will gain more, but all will broaden their horizons. Ask from your colleagues, employees, managers, friends, to read it ... and then take actions. It is a book that may motivate you to rethink of your business, to radically improve the way you work, to reengineer your organization and lead it to success. At this point I would like to mention that although I am not a fun of static & strictly defined processes given the dynamic and complex business environment, I still believe that processes is of outmost importance to most organizations, thus I highly recommend this book.