Jan Sverre Amundsen
Jan Sverre has previously issued two textbooks on the topics of change management and team development and coaching. He has over the two latest years worked as a freelance consultant and advisor within project management and change management, and he still does. 9 788205 535022
Leading sustainable change
This book emphasizes the requirements to leadership in change processes and provides a model that sets the course towards lasting and sustainable change.
Jan Sverre Amundsen
JAN SVERRE AMUNDSEN (b. 1955) has for decades held leading positions in change management and project management within multinational companies and industries in Norway, Scandinavia, Europe and South America. He is genuinely inter ested in how change projects can provide value to the organisation and its stake holders, and his experience gathered over many years have brought insights that should be shared widely. Successful change is in principle dependent on two key elements, the important line leader ship role and the structure and process applied in planning and execution.
Experience from more than three decades of working with organisational change and business transformation, in multiple companies across industries and national cultures, has taught me some important lessons. These lessons have convinced me of the fantastic potential most organisations can unlock by developing the way change is planned and executed. The most important elements can be briefly summarised as follows: Change is a continuous effort. Organisations integrating change into their day-to-day operations, using the most professional and inclusive methods, are the most sustainable. The value of the change rests with its adoption, and adoption is too often lacking. Active organisational change management is required to capture the benefits of any change initiative. Successful change can only happen when it is driven by leaders within the organisation. A project manager or change manager can only facilitate the process. The leaders must mobilise for change. Sponsorship by all leaders, from the CEO to first line mana gers, is crucial to realising change. The roles might differ, but are equally important. Sponsorship is the single most impor tant element for success, and when absent the most frequent reason for failure. Sponsorship and leadership are intricately connected to organisational values. The individual perception of purpose or sense of belonging, autonomy and mastery are important contributing elements in successful change.
Leading sustainable change
A model based on key lessons learned from a career in change and transformation
How successful is your organisation when implementing planned changes? Are you struggling to capture the value from change initiatives? Are planned changes dragging out in time or simply fading away? Have you ever reflected on why change initiatives fail and what it takes to make them successful? Why are your team members not embracing change? If you ask yourself these or similar questi ons, this book will be of great value to you.