Using ground-breaking modelling from ChangeTrack Research, Big Change, Best Path brings unique insights to the dynamics and process of organizational change, understanding success and failure, defining and describing the levers and conditions of change, and the patterns and paths of organizational change. It shows that a whole new way of managing change is possible, from empirical benchmarking, predictive approaches that highlight the specific actions needed at any point of a change program, and visualization for senior managers to show how each part of an organization is responding. The authors also challenge many of the myths of change management and the dynamics of how organizations respond to change, clearly showing the common pitfalls and misunderstandings. Big Change, Best Path explains a new, more analytical way and process for driving successful change, and presents a ground-breaking vision for the future of how organizations can become more agile and resilient.

Machine generated contents note: Foreword -- Acknowledgements01 Changing how we change -- Our research: capturing the experiences of 750,000 travellers -- A map and predictable pathways for change -- Moving beyond myths -- The change imperative -- Full-colour maps -- Map 1 Change map showing the different regions of change -- Map 2 Map of the nine 'capital cities' regions02 Understanding change through maps -- The research: distilling the wisdom of 750,000 travellers -- Performance outcomes: business performance and benefits realization -- Turbulence: taking into account the conditions under which change takes place -- The 10 managerial drivers of change -- Benchmarking: showing what actions are needed -- Looking deeper: what truly drives performance? -- From data to maps: visualizing the complex interactions of different variables -- Common pathways: getting from one region to another -- Mastering the nine dynamics of change -- Summary for Chapter 2: key insights03 High Performance: Reaching the highest levels of performance -- Getting to High Performance -- High Performance insights -- The challenges of High Performance -- Pushing the Limits -- Achieved with Loss of Heart -- Cruising, a capital city -- Common pathways exiting Cruising -- Getting to the top - and staying there -- Summary for Chapter 3: key insights04 Off Track: When everything falls apart -- Off Track dynamics and misconceptions -- Different ways to spiral downward -- Case for Action, a capital city - where the seeds of hope can be found -- Nurturing the seeds of hope and renewal -- Leadership - the key for action -- Common pathways exiting Case for Action -- Tackling deeper-seated issues -- Summary for Chapter 4: key insights05 Unsustainable: When change is at the crossroads -- Unsustainable insights -- When change is unsustainable -- Just Get On with It -- The right way to rightsize -- Saying 'goodbye' and 'hello' -- Unlocking the passion for change -- Leading by example -- Common pathways exiting Just Get On with it -- The importance of emotions -- Summary for Chapter 5: key insights06 Struggling under Pressure: When teams falter -- Struggling under Pressure insights -- The characteristics and dynamics of Struggling under Pressure -- Lessons from Mount Everest -- Organizational disconnects -- How to increase accountability -- How to build strong teams -- The importance of good governance -- Common pathways exiting Struggling under Pressure -- Towards the On Track zone -- Summary for Chapter 6: key insights07 On Track: Win the war for resources and move out of the middle ground -- On Track insights -- Five core dynamics and five capital cities -- Yes, but: change without the necessary resources -- Three keys to better resource management -- Common pathways exiting Yes, but -- Beyond resource limitations -- Summary for Chapter 7: key insights08 In the Dark: Mobilize around the vision -- In the Dark key insights -- In the Dark - like 'herding cats' -- Moving into the light -- Understanding what drives vision and direction -- Communicating effectively -- Building strong communities -- Common pathways exiting In the Dark -- Embracing the big picture -- Summary for Chapter 8: key insights09 Sleepy in Success: Get back in the game -- Sleepy in Success insights -- Characteristics of Sleepy in Success -- Getting the right leaders in the right roles working in the right direction -- Recruiting the right leaders for difficult situations -- The role of the team leader in managing 'damage' -- The importance of trust in team leadership -- Employee engagement and organizational change -- Team leaders and accountability -- Recognizing and rewarding team members -- Seeing situations clearly -- Common pathways exiting Sleepy in Success -- Moving away from complacency -- Summary for Chapter 9: key insights10 Building Momentum: When good is not good enough to jump to the next level -- Building Momentum insights -- Building momentum for change -- How business leade.