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Productivity Press

Innovation

Innovative Change Management (ICM)

Preparing your organization for the new innovative culture

Published: Wednesday, April 25, 2018 - 12:00

(Productivity Press: Boca Raton, FL) -- Productivity Press presents the latest book from international quality expert, H. James Harrington, titled Innovative Change Management (ICM): Preparing Your Organization for the New Innovative Culture, published in March 2018.

Features

Significantly reduces the chances of failure in restructuring the organization to become more innovative
Presents a practical approach to monitor the organization’s cultural behavior and empower the employees to take corrective action to offset the negative trend
Provides a short-term approach directed at improving the organization’s project success rate and the long-term approach directed at changing the behavioral patterns within the organization
Explicitly illustrates how to transform a rigid organization into one that is highly creative and innovative
Identifies the organizational change management risks and then provides a plan to minimize these risks
Designed to transform behaviors into habits
Considers the kinds of changes that must be made regarding the organization’s vision, strategy, structure, staffing, specialization, and skills

Summary

Innovative Change Management (ICM) represents the accumulated wisdom and knowledge of one of the world’s foremost performance improvement specialists. It includes a clear and thorough explanation of the necessary critical tools for creating a system that results in a much higher percentage of your initiatives progressing to successful projects. Studies conducted by organizations such as Gartner, Ernst & Young, and Harrington Management Systems indicate that on average less than 25 percent of the innovative projects achieve sustained success.

The American Productivity Quality Center’s 2018 survey report pointed out that 88 percent of the organizations felt that process management discipline must be changed and 53.8 percent felt they must create a continuous improvement culture. Through the effective use of the innovative change management methodology, you can turn thousands of lost employee hours into millions of dollars in increased profit.

This book unveils to the reader for the first time how innovative change management combines project change management, culture change management, and project management concepts to create an effective and innovative organization. These concepts combined result in homogeneous improvements in performance improvement and cultural change.

The book outlines a step-by-step procedure designed to apply innovative change management to complex programs such as process redesign and supply-chain management as well as to simpler ones such as relocation of offices. In addition, it provides field-tested change methodologies to help you systematically include change into your strategic management plan.

This book shows you how to:
Set the stage for innovative change management
Develop a new management style that encourages innovation.
Develop and implement a project change management methodology to support the project management methodology.
Develop a cultural change management program including how to reward and recognize the innovation activities generated by your employees.
Make innovative change management an important part of the strategic plan.
Help employees understand the career-enhancing aspects of change including how to maximize your organization’s return on change.

Most of the activity related to change management focuses on successfully implementing individual projects. Statistics indicate that this is not enough to keep up with today’s rapid changing innovative competition. As most profitable organizations are working diligently on increasing their innovation capabilities, this focus is requiring a completely new restructured management style and behavioral patterns that are foreign to most of today’s successful managers.

Table of Contents

Chapter 1 Introduction to Innovative Change Management
Chapter 2 The As/Is Environment
Chapter 3 Important Background
Chapter 4 Leading by Example
Chapter 5 The Innovative Manager
> Chapter 6 Introduction to Innovative Change Management
Chapter 7 Rewards and Recognition
Chapter 9 Suggestion Programs
Chapter 10 Project Change Management Introduction
Chapter 11 Project Change Management Tools and Methodologies
Chapter 12 Tuning the Stage for Project Change Management
Chapter 13 Summary
Chapter 14 Culture Change Management Introduction
Chapter 15 Culture Change Management Process
Chapter 16 Culture Change Management Tools and
Chapter 17 Culture Change Management Summary
Chapter 18 Innovative Change Management Summary
Appendix A
Appendix B
Appendix C
Index

Author’s bio

H. James Harrington now serves as the international quality advisor for Ernst & Young and chairman of the board of Emergence Technology Ltd., a high-tech software manufacturer and developer. He also serves on the board of directors of a number of national and international companies. Harrington is past chairman and past president of the prestigious International Academy for Quality and of the American Society for Quality control. He is an A-level member of the International Organization for Standardization’s (ISO) Technical Committee (TC) 176 that wrote the ISO 9000 quality management system standards and TC 207 that wrote the ISO 14000 environmental management system standards. He is a member of the board of directors of the 14000 Environmental Management Foundation.

Since joining Ernst & Young, Harrington has divided his time between working with executives to develop and implement performance improvement plans, and developing new approaches to performance improvement. As a member of the national office he has been directing his efforts to using new, creative approaches to keep Ernst & Young at the leading edge in the quality consulting field.

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Productivity Press

Productivity Press is the premier source of authoritative information on organizational improvement. It has the largest catalog available anywhere of publications and learning tools about continuous improvement and lean methodologies. In 2007 Productivity Press became part of CRC Press, a division of the Taylor & Francis Group. This extended its reach globally and increased the line of quality publications now available to Productivity Press customers.