The Change Leader's Roadmap: How to Navigate Your Organization's Transformation

Excellent and extensive, it covers all possible and most complex projects you may encounter. Based on 40 years experience in leading projects and achieving breakthrough by the authors. The content is for advanced change practitioner so it may appear complex for beginners. They also provide a classroom training and online toolkit covering this material which i recommend. Change consultant, i use this methodology everyday in my work and have achieve breakthrough results.

This book is an excellent handbook, written by two writers with deep insight in the game of change. I am business consultant and have used it together with clients. The Handbook is not the full truth, I found out there is a web based toolbox, that goes even further, with more tools and methods, checklists etc. But this book is a handy "on the Road" book. The web based toolbox is by the same people: [...]

Don't like the Kindle version of this book for two reasons; page count makes no sense, and also the page numbers are not visible. The actual page count in the Kindle version is 6252. So if the professor tells our cohort to turn to page whatever, i have no idea where they are. Also, no matter how I adjust the font, font size, page width or columns I still cannot see the page numbers. Again, this is an added challenge when we are reading the book as a group.

Did not like the many links as premium content and the somewhat difficult to read figures which are rotated the wrong way in kindle and you have to angle your head to read them.Otherwise a great resource.

Linda and Dean have been thought leaders in organizational transformation for decades. The electronic version of their work is a must-have reference on my tablet when I do client engagements as a compliment to their CLR methodology portal.

Exactly what I needed for a work project. Specifics specific issues that can occur during organizational change and proposes definitive action steps.

If you want to learn about change in an organized way, this is the book. Used by many fortune 500 companies!

NOTE: The review that follows is of the Second Edition, published in 2010I recently read the Second Edition of this book (first published in 2001) and the Second Edition of Beyond Change Management (also first published in 2001) and commend Linda Ackerman Anderson and Dean Anderson on a brilliant explanation of how to achieve breakthrough results through what they characterize as "change conscious leadership." My only criticism, and it is a significant one, is that neither volume adequately addresses an essential component of organizational transformation: performance measure. For that, those in need of guidance are encouraged to read Dean Spitzer's Transforming Performance Measure: Rethinking the Way We measure and Drive Organizational Success, published by ANACOM (2007). If possible, the Andersons suggest that Beyond Change Management be read first, then this one.Readers will especially appreciate the Andersons' skill use of "cases in point" that focus on real-world situations to illustrate key points. They include capacity assessments (Page 84), DTE Energy Mindset Shift (92-95), Fortune 500 company reward system (158), manufacturing company system-wide integration strategy (262), and common change methodology for efforts (297). There is substantial value to be found in real-world situations in which the most important do's and don'ts of change agency are revealed within an empirical frame-of-reference. Those who read this book also receive a substantial value-added benefit: free premium content that includes worksheets and job aids. Access them at [...] using the password provided in the book.Reading most business books is a benign experience as material is absorbed and digested. That is certainly not the case with this book, nor with Beyond Change Management. Each includes checklists (especially of the right questions to ask) and worksheets that are designed to facilitate, indeed intensify the reader's engagement in their narrative. The Andersons immediately establish a direct and cordial rapport with their reader so that there is continuous interaction between the reader and the material provided. Throughout their narrative and at the aforementioned website, the Andersons provide about as much information, wisdom, and advice as an individual or team will need to design and then implement change initiatives. I also highly recommend Spitzer's book as well as the one co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.There is another resource worthy of consideration, The Execution Premium: Linking Strategy to Operations for Competitive Advantage co-authored by Robert S. Kaplan and David P. Norton. In it, they devote almost all of their attention to focusing on (a) what is most important in terms of linking strategy to operations for competitive advantage and (b) how to do that with resources and initiatives that are cohesive, comprehensive, and cost-effective. Kaplan and Norton are also the co-authors of Strategy Maps: Converting Intangible Assets into Tangible Outcomes and Alignment: Using the Balanced Scorecard to Create Corporate Synergies.I selected the title of my review because, as I worked my way through this book, I was reminded of Peter Drucker's observation, "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." It is no small praise to suggest that in this book, Linda Ackerman Anderson and Dean Anderson,do everything humanly possible to help their readers and their colleagues to avoid doing with great efficiency what should not be done at all" when planning and then implementing change initiatives.

If you are looking for a guideline / model on how to plan your change (either developmental, transitional or especially transformational), then this book is the best you can get. I bought it after having read the theory part and was still having one major problem:"How on earth do I then get started ?". All other books I have read so far (Leading Change, HBR Must read e.g.) are good to get into the mood of change and what it means for the organization. What they were lacking though was the hands-on experience.The simple three phase model (upstream, midstream, downstream) sounded like common sense. The real power is then in the different phases and activities. I now know what I did wrong in the past and now know what I have to do in the future.