Stop Managing Change

Your people aren't resistant to change. They're exhausted.

Most organizations are set up like buildings. Foundation, walls, roof, all designed to stay where they are. So every change becomes a renovation: a budget, a crew, a start date, and months of people living with the dust. Before one renovation is finished, the next one begins.

Bain & Company puts the share of business transformations that fall short of their original ambitions at 88%. Stop Managing Change argues that the methods aren't the problem. The model is.

Drawing on two decades of transformation work across Europe, the Americas and Asia, Kelly Brogdon Geyer shows leaders how to cultivate organizations that adapt continuously, the way living systems do, instead of bouncing from one program to the next.

In this book you'll discover:

• Why big-bang transformations drain your best people first
• The Exhaustion Loop, and how to spot it in your own organization
• Why continuous evolution is not the same as continuous change
• What adaptive leaders do differently when the answers aren't clear yet
• Where to start when your organization is already on fire

Written for executives, HR leaders and change practitioners who are tired of watching transformations unravel after go-live.