Managing Business Transformation: A Practical Guide

Managing Business Transformation: A Practical Guide (Pre-order)

A practical handbook to transformational change, suitable for anyone who needs ideas for how to manage the changes that they are responsible for.

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Change is vital to retain your competitive edge. Learn how to manage it for maximum effect!

Change can bring improved efficiency, increased productivity and greater profitability. An effective manager knows how to identify and implement improvements. But how do you identify the changes that will benefit your business, and how do you implement them?

Step by step
In Managing Business Transformation: A Practical Guide, Melanie Franklin will guide you through all the stages of change management. Using real-life examples, up-to-date information and clear diagrams, this practical handbook will equip you to be an agent of change, whatever your role.

This book will enable you to:

  • Understand change – how to define clear goals and quantify the benefits.
  • Plan and prepare for change – how to create a change plan, communicate it and manage the impact of change.
  • Implement change – how to build an effective change team and obtain the buy-in of your staff.
  • Embed the change – how to return to the new ‘business as usual’.

Communication is key
Your stakeholders are a vital asset, and communicating changes to them in a way that will retain their loyalty and commitment is crucial. This book will show you how to do this, recognising that some embrace change more readily than others, and will provide strategies for dealing with resistance to change. You will also understand the differences between change management and project management, the relationship between them and how to make them work for you.

"Melanie’s Managing Business Transformation really is a fresh breath of air in this genre of literature ... 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 …" Brigitte Boyce, Managing Director and Owner, Silver Line Management and Education Solutions Ltd

"'Small book – big punch!' ... 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 ..." Graham Devine, Adjunct Ltd


About the author 

Melanie Franklin has an extensive track record in the realisation of business change programmes within the public and private sectors. She is the founder and Chief Executive of Maven Training and balances her company responsibilities with her interest in helping organisations to make changes that deliver their strategic objectives. Before setting up Maven Training, Melanie enjoyed a successful career in the international financial services and software development industries. She is energetic and enthusiastic, passionate about her job and excited by the opportunities it gives her to meet new people and to hear about new business ideas.

Buy this practical guide and see improved efficiency, increased productivity and greater profitability in your organisation.

Author: Melanie Franklin
Publisher: IT Governance Publishing
ISBN: 9781849283052
Pages: 162
Format: Softcover
Published Date: 4 October 2011
Availability: In Stock    

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1. Angelica on 12.03.2012, said:

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.
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