making-sense-of-change-management

Indexindividual change 12–61approaches to 14impact of mergers/acquisitions242–44, 245impact of redundancy 209–14,210introversion 51intuition 51Isaacs, William 322–23ISPAT 230IT-based process change 281–303benefits realization 281–83business process re-engineering(BPR) 296–98enterprise architectures 287guiding principles 286–87information culture 303–05PROGRESS methodology300–02, 301role of IT management287–291roll-out process 292SAP systems 283socio-technical design 298–300,300strategic grid 285strategy and 284–87, 306IT management 287–91change managers 292–96collaborative 294–96competencies 290–91consultant/expert 293–94knowledge 295pair of hands 294skills 295survey of projects 333–34judging 51Kanter, Rosabeth Moss 169–70,179Keidal, Robert 66Kellner-Rogers, Myron 345–46King, Martin Luther, Jr. 146, 148Kolb, David 17–18Komansky, David 234–35Kotter, J P 114–16, 144, 151, 152,179, 250, 251, 272eight steps model 114–16 , 135,166, 168reasons change fails 336–37Kubler-Ross, Elizabeth 32–34Kubler-Ross model 32–35, 34, 37,244, 247, 253Laurie, D 149, 178leadership 3, 202, 138–86, 265–66adaptive 149, 178beginnings 172–73collective 73compared to management 144complex change and 327–29connective 150–51, 178dimensions 5dispersed 153–56, 178embodying a story 147–48, 178emotional competencies 163–64endings 171executive 155, 156hero CEO 154, 178inner leadership 165, 166,167–68, 179local line 155, 156mergers/acquisitions 242–52network 155, 156organizational metaphors and139–40, 153366