Real Time Strategic Change
How to Involve an Entire Organization in Fast and Far-Reaching Change
Category:
Leadership & Management
In this summary you will learn
- What “Real Time” strategic change is
- Why some commonly used change strategies are fundamentally flawed
- Why creating community, involvement and empowerment is integral to strategic change success
Why you should read Real Time Strategic Change
Consultant Robert W. Jacobs walks you through his "Real Time Strategic Change" program, which, he explains, has been successfully implemented in numerous companies and organizations. He discusses how and why it works, and points out why other commonly used change strategies don’t. Although the book achieves its mission nicely, it gets bogged down by continuous, detailed examples of each step in the process, which provide little in the way of illumination. His excellent guidelines for change still manage to shine through. getAbstract recommends this book to all those who are or will be involved with implementing individual, group or organization-wide change.
About the Author
Robert W. Jacobs is a partner in 5 Oceans, Inc., a consulting firm specializing in organization-wide transformation. His publications include articles and case studies on strategic change and its application. He lives in Chelsea, Michigan.
Comment on this summary
Be the first to write a comment! Sign in to share your opinion
If you wish to purchase 20 or more copies of this title (not the summary, but the actual book), please contact us at info@getAbstract.com. Make sure you include the title of the book and your phone number.
getAbstract makes it easy for you to access the summary of Real Time Strategic Change any time or any place. Once registered, you can choose from a variety of download formats: PDF for your computer, BlackBerry, iPhone, Kindle, PDA or other handheld devices. You can even obtain the audio version of many of our summaries.
Subscribe today to gain access to this summary as well as many other compelling titles!


(7)
(8)
(5)
(6)


