Fast Forward: Organizational Change in 100 Days

Fast Forward: Organizational Change in 100 Days

Fast Forward: Organizational Change in 100 Days

Fast Forward: Organizational Change in 100 Days


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 theknowledge 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 puts them on the right track. It offers a practical and proven framework for rapid implementation of strategic change that can beused by executives and their organizations. Complete with a collection of examples and checklists, the accompanying guides provide guidance on specific types of change initiatives such as the launch of a new strategic plan, deep cultural change, acquisitions,and new products.


The central concepts of this book are deep organizational change, shared understanding, speed, and momentum. How did these all come together? As an actor was fond of saying in Shakespeare in Love, “It's a mystery.”

This book might never have been written but for several seemingly unconnected events. in 1991, Peter was on sabbatical in Australia and had the great pleasure of working with Roger Collins, Australia's most distinguished professor of business, beef farmer, and wine expert. Roger, a leading authority on organizational change, had already developed a framework around deep change, which, when worked around a bit, became the operational framework for the central concept of deep change that we present in chapter 2.

Four years later, Elspeth was writing her thesis, in which she developed an operational definition of shared understanding. Over a good bottle of wine one evening, we realized that a central purpose of strategic planning, which both of us assist public and private sector organizations with from time to time, was to develop just this for executive teams—a shared understanding of the change challenge that they face.

So, now we had deep change and shared understanding. Speed and momentum came from a combination of our teaching, research, and work with companies. in our teaching, we continually hear from executives and managers who tell us that change happens far too slowly and that there never seems to be a critical mass of resources available to drive it. Our research clearly showed that the fewer major change initiatives organizations drive at any one time, the more successful they are.

In our work with companies, we were struck by two additional observations. First, change is by far the biggest challenge faced by executives today, and second, not all change is created equal.

Our belief is that to be successful today and in the future, organizations should not be built to last; rather, they have to be built to change. This concept is some-

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