Change Management Revisited: A Practitioner‘s Guide to Implementing Digital Solutions

Description

This book on change management is aimed at top and middle management, change managers, and change leaders - but also anyone who is managing a change project as part of a software implementation or introduction of a digital product. In this book, experts from industry and academia draw attention to pitfalls and best practices in change management from a business perspective, but also place an important focus on the human component. The book does not prioritize theoretical frameworks, but compels the reader towards a reality-check and gain a practical understanding of the topic. The authors also explore why - despite the broad knowledge available - there still is a gap when it comes to what is applied in real life. Preface Contents Change Management and Implementing Digital Solutions: An Introduction and Overview 1 Introduction 2 Discussion of Change Models 3 Transformation Processes When Implementing Digital Solutions 4 Enablers of Transformation in Digital Contexts 5 Brief Outlook on Cases and Topics Discussed in the Papers References Part I: Transformation Processes Related to Digital Products Managing Digital-Driven Change in Expert Organizations: The Case of a Swiss Hospital 1 Introduction 2 The Phenomenon of Resistance to Change in Healthcare Organizations 3 Kotter’s Classic Change Management Model 4 Implementation Process in the Medium-Sized Hospital 5 Conclusion References Applying Agile Methodologies in Digital Transformation Processes: Challenges and Lessons Learnt from 10 Years of Consulting Experience 1 Waterfall and Agile methodologies 2 Final Retrospective References From Input to Outcomes: Bayer’s Digital Transformation of Agricultural Business Exploration 1 Introduction: The Rationale for a Strategic Review 2 Methodology: Quantifying the Need for Change and the Opportunities 2.1 A Quantitative Market Model to Support the Case for Change 2.2 Empirical Business Model Innovation: “Test and Learn” with Real Customers 2.3 Core Business Changes and Stakeholder Activation 3 Reflections and Key Lessons Learnt References Part II: Cultural and Organizational Transformation Processes Digital Transformation Within a Large Logistic Company: From a Hierarchical Technocracy into Networked, Agile Teams 1 Introduction to the Change Project, Settings, and Goals, Description of the Digital Product/Software/Solution Introduced 2 Learnings/Pitfalls on the Path to Transformation, with a Focus on the Human Component, and How Individuals and Organizations Overcame Difficulties 3 Change Outcome: Success, Yes or No? How Did the Change Participants Measure the Outcome? 4 A Final Retrospective on the Change Process: Pros and Cons, Recommendations and Action Plan for Stakeholders, Lessons Learnt, Surprising Successes Appendix References Pivoting to a Web3 Product and Building a Healthy Remote Culture with Human-Centric Leadership 1 Introduction 2 Pitfalls and Learnings 2.1 Product 2.2 People 2.3 Remote Culture 3 Change Outcome 4 Final Retrospective References Community Building in Change Processes 1 Introduction 2 Learnings and Pitfalls 3 Change Outcome 4 Final Retrospective References Summary and Key Takeaways