Fast Forward: Organizational Change in 100 Days

by Peter R. Richardson and Elspeth J. Murray

Book Overview

In the age of rapidly changing technology, increased global opportunities and globalization, and shareholder activity, executives all over the world are expected to use the right techniques in order to gain the highest level of success for their organizations. These executives need the knowledge and tools that will allow them to continue to thrive and remain ahead of the competition in the business environment. This volume and its accompanying guide...

• Format: Hardcover
• Language: English
• ISBN: 0195153111
• ISBN13: 9780195153118
• Release Date: October 2002
• Publisher: Oxford University Press
• Length: 280 Pages
• Weight: 1.25 lbs.
• Dimensions: 1.5" x 6.4" x 9.0"

Customer Reviews

Manage organizational change, and quickly

The lessons Elspeth Murray and Peter Richardson wish to convey about organizational change are important, applicable and easy to sum up: If you want to change, do it quickly. The first 100 days are crucial. Build "speed, critical mass and intelligent momentum." Traditional models of decision making and strategic planning take too much time and contain far too many bottlenecks, making them inappropriate for the Information Age. The authors have done their research and they clearly explain the key elements of change and how to apply them to a range of situations. In fact, the authors do too good a job of emphasizing their main points: The book's drawback is its repetitiveness. We recommend that leaders who haven't yet managed a major change or those who wonder why their efforts have not succeeded read this book - especially the first half. Once you understand the core concepts, you may be able to read the rest less intently.

Review by the Editor of Stern's Management Review

The authors present a framework for rapid implementation of organizational change. They assert that creating understanding for the need for change, building momentum, and perhaps scoring some initial successes in the first 100 days greatly increases chances for success. Successful change calls for Winning Conditions, the book's core framework, consisting of: correct diagnosis of the change challenge; early development of shared understanding; enrichment of shared understanding; establishing a sense of urgency; creating a limited, focused, strategic agenda; rapid, strategic decision making and deployment; a human flywheel of commitment; identifying and managing sources of resistance; follow-through on changing organizational enablers; and demonstrated leadership commitment. Discussion and examples make this approach clear and show how it's applied. The authors are careful to distinguish between different types (or depths) of intervention. The book is outstanding in its scope and quality of thought. It is highly informative, gets to the meat of ideas clearly and quickly, and gives the reader solid value from start to finish.