Rapid Results!: How 100-Day Projects Build the Capacity for Large-Scale Change

Brown, October 2005). Both authors bring a record of proven success coaching CEOs and other upper-level management, and they provide copious examples of rapid results successes, including Georgia-Pacific, Citigroup, U.S. In the lightning-fast business landscape of the 21st century, managers are expected to produce solid results, quickly. Schaffer and Ashkenas are here to make sure your company is maintaining the pace. Borax and United Aluminum. Some of key points include the necessity of mobilizing large groups of people to initiate change, the importance of creating a unique transformation plan for your company and the significance of applying these principles in developing countries. (Kirkus Reports Business Newsletter, October 2005) "In an arena where quick success is paramount, learn the tools of Rapid Results or get left behind." (Kirkus Reports)"Ownership of the idea doesn&r

Rapid Results! shows how to make large-scale changes succeed  by using 100-day results-producing projects to develop this vital implementation capability. Written by Robert H. Rapid results projects produce results quickly, introduce new work patterns, and enable participants to learn a variety of lessons about managing change. Ashkenas, and their associates—leaders in the field of change management—Rapid Results! describes an approach that has been field-tested by real organizations of every size and description to improve performance and speed the pace of change. Step by step, the book describes how the use of rapid-cycle, or 100-day, projects   will multiply your organization’s power to succeed at large-scale change. Schaffer and Ashkenas specifically outline the concept behind 100-day projects and show you how toSet up the architecture to implement rapid results projectsImprove operational performance and also attain hard results in the soft areas of managementBuild rapid results into major organizational change such as reorganization, acquisition integration, and international developme

Should be required reading for every president and government bureaucrat! Dr. Bill With relevant examples, the authors lay out a reasoned argument asserting that big fix, multi-year change initiatives (think, ObamaCare)don't work. Why? Because every organization is wired together by thousands, if not tens of thousands, of micro-connections that are not visible to the initiators of big-fix projects. When a big-fix, top-down, change/improvement. Terry Wham said Great read for management for results.. Right on!. A Tried and True Approach to Improving Performance and Building Leadership and Change Capacity When business or other organizational leaders have a major problem to deal with they tend to look for big, grandiose solutions - wholesale business process reengineering, major mergers and acquisitions, or wholesale reorganizations. These approaches more often than not fail. Why? Because they impose excessive change on an organization that is not prepared to ab