Many books on business transformation are complex, difficult to understand and even more difficult to apply - I guess that is because business transformation IS complex and difficult!...Karen Bailey, October 2011 Read more >>
Have you ever led an IT project? Have you implemented a process change? Have you experienced challenges in helping teams adjust to change? Managing Business Transformation is a structured and practical guide for managing change and aligning a Change Management to Project Management.
Managing Business Transformation introduces you to a 4-step model for managing change: understanding the change, planning and preparing for change, implementing the change, and embedding the change. Within each step, several specific methods that support the necessary activities are detailed and supported with real-world examples and case studies. I learned the most from the chapter on ‘Implementing the Change.’ In this chapter, there were examples illustrating the differences between influencing, motivating and persuading people to accept or adopt the change. Most importantly, I appreciated examples of applying the various techniques depending on the state of the team and the definition of the change.
Franklin concludes the book by outlining the integration of Project Management and Change Management. “Project activities deliver the potential for change: the new processes, systems, organization structure, etc.: change activities create the persuasion, motivation and leading by example that results in the new business environment” (p. 122). Both areas are critical to achieving business results; however, the activities and skills required to complete the activities are different. Thus, understanding the touch points and working together can lead to success.
I particularly appreciated that Franklin leveraged several industry-standard models from leaders in Change Management and Project Management. She shows ways to utilize models such as Lean Six Sigma, mind-mapping, PESTLE analysis, and the transition curve to effectively manage change. The book is a great alignment of theoretical models and practical experience.
Angelica King
Melanie’s Managing Business Transformation really is a fresh breath of air in this genre of literature. There are two reasons for this.
Firstly, the individual nuggets of information have been put together in a way that helps the reader to visualise how transformation flows within an organisational environment and how it fits in with specific project and programme management practice. In doing so, Melanie has had the courage and wit to sometimes move away from the most orthodox and linear approaches without, however, undermining their intrinsic soundness. This adds real value to the reader’s grasp of the subject matter, regardless of the level of prior knowledge.
Secondly, Melanie’s treatment of the subject is incredibly practical, though firmly rooted in a thorough understanding of the underpinning theories. At all stages of the book she tells the reader what can be done, in clear, succinct and precise language or diagrams, and with the help of real life examples. In doing so, the ‘text book’ becomes a practical reference guide for anyone involved in change management that can be consulted regularly at appropriate moments during any business transformation initiative.
Further value is added through the obvious insight that Melanie demonstrates into both the reality of organisational transformation and the ‘warts and all’ of human nature and our varied responses to the challenge and promise of change. While reading the book, I found myself thinking again and again: “this is just so true!” Given Melanie’s evident understanding of how to create affinity and empathy – and the importance of these feelings in managing change - I cannot help but suspecting that my reaction is not entirely serendipitous but the result of clever crafting and writing by the author!
Dr Brigitte Boyce, Managing Director and Owner of Silver Line Management and Education Solutions Ltd, Northampton, October 2011
Melanie Franklin, CEO of Accredited Training Organization Maven Training, has written a book for people who are looking for a structured approach to managing change. Exploring four stages of change, the book follows a logical progression so the reader can learn step by step how to manage change effectively. You can also refer to specific topics quickly. The book offers useful tips for the understanding, planning, implementing and embedding stages of both transformational and incremental business change.
Melanie asks the reader to think about ‘What’s in it for me’ at each stage and level of the organization. She stresses the importance of communication and getting everyone involved – not just the investors and directors. This is a theme we hear lots about in project management theory, but in ‘Managing Business Transformation’ Melanie explains how to do it effectively.
When it comes to planning for change, Melanie caters to creative and logical minds. Readers with varying learning styles can decide which option suits them best. For example when preparing for change, Melanie suggests four ways of doing the same thing.
The book discusses what to expect pre-, during and post- transition, why situations happen and how best to deal with issues that arise. Melanie explores how to manage people who don’t understand the plan the first time around or who are not ready to accept change. She gives tips on how to prevent people from reverting back to their old ways and the reasons why this happens. Using sociological research, she offers advice on dealing with all levels and attitudes of stakeholders and how to use the supporters of change to communicate with the whole company.
The chapter explaining how to implement the change focuses entirely on people. Starting with how to form an effective change team to getting people on board, Melanie focuses on the way people react to change and the journey they take to acceptance. Along the way, she gives advice about how to encourage the development of individuals. The formation of a change team is broken down into which roles are required and the type of person who would suit each role – emphasizing that a variety of different people are needed. For example, if you have a group made up of innovators, deadlines may be missed so it’s important to incorporate planners to provide structure. Equally, if you have a team of planners, innovators are needed to keep a fresh perspective on and encourage change.
The penultimate chapter defines how to tell when the implementation stage has shifted to embedding and how to maintain enthusiasm throughout the organization. It addresses how best to deal with people who refuse to accept the transformation.
Finally, Melanie explores how to align project and change management. She says they can’t be combined as they have different objectives and outcomes – but they are complementary. She discusses the stages at which project and change management relate best and how to make them work together for organizational change. This is where the operational advice comes in, with logical suggestions for the project and change management teams, again stressing the importance of communication.
Managing Business Transformation is an easy and enjoyable read. I would happily recommend this to both experienced managers and those just starting out. As Melanie points out, even if you don’t deal directly with business transformation, knowledge on how to successfully handle it is priceless in any managerial role.
Jessica Wharton, APMG International, September 2011
“It’s a good read and I have ‘stolen with pride’ some good ideas to share with my team”
Head of Retail Change Practice. International Bank
"Small book – big punch!"
Melanie Franklin’s latest book “Managing Business Transformation – A Practical Guide” is a refreshing read. Amongst so many offerings on the subjects of Change, Project , Programme and Portfolio Management this one stands out. In 130 pages and 5 easily digestible chapters it manages to not only cover the theories, concepts and techniques of organizational change but it links them together in a sensible and highly useable manner. For those steeped in Project and Programme methods it offers a wealth of supportive and valuable elements that you will never find in the text books on those subjects. And for those approaching from a Change Management perspective it provides substance and hope – a framework for practical application.”
Graham Devine, Director of Adjunct, an independent organisation specialising in Portfolio, Programme and Project matters, October 2011
Many books on business transformation are complex, difficult to understand and even more difficult to apply - I guess that is because business transformation IS complex and difficult!
There was a gap in the market for someone to come along and help thoses involved in transformation or wanting to bring about a transformation, understand exactly what to do and when to bring about transformation. This book fills that gap very well. It presents a clearly defined process for how you can manage transformation. It is well thought out, easy to understand, contains lots of illustrations, case studies and quotes from the many people she has clearly helped to deliver change and transformation into a business. It is clear that the author is actually involved in transformation rather than having an academic approach.
I would highly recommend this book if you value a no nonsense approach to transformation that is easy to understand and more importantly be able to actually do.
Karen Bailey, October 2011
