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Becoming Dynamic

Creating and sustaining dynamic organisations

  • Authors
  • DavidĀ Jackson
Book

Table of contents

  1. Front Matter
    Pages i-xiii
  2. The Learning Journey

    1. Front Matter
      Pages 1-1
    2. David Jackson
      Pages 3-15
    3. David Jackson
      Pages 39-61
    4. David Jackson
      Pages 62-79
  3. Dynamic Change

    1. Front Matter
      Pages 81-81
    2. David Jackson
      Pages 83-97
    3. David Jackson
      Pages 98-103
    4. David Jackson
      Pages 104-111
    5. David Jackson
      Pages 112-145
    6. David Jackson
      Pages 146-159
    7. David Jackson
      Pages 160-172
    8. David Jackson
      Pages 173-186
    9. David Jackson
      Pages 187-209
    10. David Jackson
      Pages 210-215
  4. Back Matter
    Pages 216-232

About this book

Introduction

In this follow-up to the ground-breaking, Dynamic Organisations , David Jackson leads the reader step-by-step through the change management process. He describes the change management process using a unique 'double loop' model and uses this to clarify processes which can otherwise appear intimidating, such as environmental scanning, direction setting, change planning, implementation and sustaining activities. A 'Change in Action' section uses vivid case-studies to show how real organisations have risen to the challenge of sustaining on-going innovation. David Jackson wrote Becoming Dynamic to communicate the lessons he has learnt after many years of working as a consultant with senior managers struggling to make change work in a variety of companies. This is reflected in his spirited and enthusiastic style and his refreshing take on much-discussed issues such as leadership, culture, learning and performance.

Keywords

change management innovation management organization planning

Bibliographic information

Industry Sectors
Pharma
Automotive
Chemical Manufacturing
Biotechnology
Finance, Business & Banking
Consumer Packaged Goods
Engineering