The key to implementing successful change programs lies in the development of the "compact", a renewal of the total relationship between the individual and the organization. Successful change only happens when individuals are able to renew their occupational, economic, social and psychological commitments to the organization in the context of change initiatives. The Change Pact shows how to create, develop and implement these contracts as part of a program of ongoing commitment to change.

Paul Strebel is an expert on strategic change management, especially the anticipation of industry breakpoints, and the design of new compacts (commitments) to support on going change.

"Paul has captured the essence of successful change implementation - that real change requires the commitment of your entire workforce. Reading this book will convince managers that they must approach their employees in an individual, differentiated way to gain their commitment and ensure their organization’s future success. This book should appear on the shelves of academics, strategists and practitioners alike." - WJ Alexander, Chief Executive, Thames Water Plc

"Getting people to commit fully has become a key to successful ongoing change. This book provides an essential guide to those involved in creating that competence in organizations, focusing on the critical relationships between the people in the organization and those leading the change. It makes excellent reading." - Nick Ferguson, Managing Director, Schroders

"This book shows how successful change leaders get their people to commit to rapid on-going change, how to mobilize Change Agents, Bystanders and Traditionalists, while dealing with Resistors in radically different situations. Strebel has written a book that is essential reading for those who want to go beyond one-time change to continual change that outpaces the competition." - Dr Egon Zehnder, Chairman, Egon Zehnder International

"Change is the adrenalin without which a corporation becomes moribund and irrelevant. Paul Strebel has, in masterful fashion, marshalled the practical steps to harness its power. Invaluable reading for any executive team determined to lead the field." - Selwyn MacFarlane, Deputy Chairman, South African Breweries Group

"A good book for any change manager keen to tackle the complexities of a process of this kind and the interplay between its ecological, social and psychological components and considerations." - Philippe Bruggisser, Chairman of the Board, SAir Group

How managers lead change by creating new compacts with their people.

Leading change by renewing employee commitment

In today’s business world change is an absolute necessity, not just to compete with, but to keep ahead of the competition. The Change Pact shows how successful change leaders get their people to commit to ongoing change and shows how commitment can only be sustained with ongoing, not one-off, change management processes.

Part 1

• Learn how to offer every employee an economic, social and psychological contract that is individually attractive, and reflects how their behaviour today relates to the current change effort.
• Discover how to address the Change Agents, Bystanders, Traditionalists and Resistors within the company.

Part 2

• Orchestrate the renewal of compacts with a proce
• Master the four basic change processes: Top-down Turnaround, Task Force Change, Widespread Participation and Bottom-up Initiatives.

Part 3

• Find out how to move towards an employee-driven compact renewal which gives employees a sense that they are taking the initiative for change.
• Ensure that the perceived risk of change is lessened by moving the organization towards learning compacts that support ongoing, productive transformation.

Author

Paul Strebel is Professor of Change Management and director of the executive programme, Leading Corporate Renewal, to which executives bring live change issues at IMD, the International Institute for Management Development in Lausanne, Switzerland.

He has directed a variety of in-company programmes for IMD’s business partners and associates and has worked privately for numerous multinationals, including most recently, Schroders, Nokia, Nestlé, Bosch, World Bank and Coopers & Lybrand. He is also a board member of several family companies.

Professor Strebel is the author of Breakpoints: How Managers Exploit Radical Business Change (Harvard Business School Press). His publications have appeared in Harvard Business Review, California Management Review, Strategic Management Journal, Handbook of Business Strategy, plus many others, including numerous articles in the business press. He is on the editorial board of several change management journals.

Prior to his current position, he was director of research at Imede, one of the founding institutions of IMD. Professor Strebel is Swiss, of South African origin, received his B.Sc. (Hons) from the University of Cape Town, his MBA from Columbia University in New York, and his PhD from Princeton University.