From the Back Cover
Organizational change is a double-edged management tool. It can build a tighter, more focused business-or unleash a backlash of unrest and turbulence. Harvard Business Review has been a leader in exploring both the advantages and pitfalls surrounding corporate change initiatives, and with Harvard Business Review on Change comes an opportunity to reconsider, reassess, or discover for the first time many of these landmark ideas. From inspiring confidence and support while leading change, to understanding why employees so often resist transitions, this is the most comprehensive resource available for embracing change-and using it to your company's greatest advantage.
Leading Change: Why Transformation Efforts Fail (John P. Kotter)
Building Your Company's Vision (James C. Collins and Jerry I. Porras)
Managing Change: The Art of Balancing (Jeanie Daniel Duck)
The Reinvention Roller Coaster: Risking the Present for a Powerful Future (Tracy Goss, Richard Pascale, and Anthony Athos)
Changing the Mind of the Corporation (Roger Martin)
Why Do Employees Resist Change? (Paul Strebel)
Reshaping an Industry: Lockheed Martin's Survival Story (Norman R. Augustine)
Successful Change Programs Begin with Results (Robert H. Schaffer and Harvey A. Thomson)
About the Author
Since 1984, Harvard Business School Press has been dedicated to publishing the most contemporary management thinking, written by authors and practitioners who are leading the way. Whether readers are seeking big-picture strategic thinking or tactical problem solving, advice in managing global corporations or for developing personal careers, HBS Press helps fuel the fire of innovative thought. HBS Press has earned a reputation as the springboard of thought for both established and emerging business leaders.