Double your odds of leading successful, sustainable change
Leaders aren’t short on access to change management advice, but the jury has long been out as to which approach is the best one to follow. With the publication of Beyond Performance 2.0, the verdict is well and truly in. By applying the approach detailed by authors, Scott Keller and Bill Schaninger, the evidence shows that leaders can more than double their odds of success—from thirty percent to almost eighty.
Whereas the first edition of Beyond Performance introduced the authors’ “Five Frames of Performance and Health” approach to change management, the fully revised and updated Beyond Performance 2.0 has been transformed into a truly practical “how to” guide for leaders. Every aspect of how to lead change at scale is covered in a step-by-step manner, always accompanied by practical tools and real-life examples.
Keller and Schaninger’s work is distinguished in many ways, one of which is the rigor behind the recommendations. The underpinning research is the most comprehensive of its kind—based on over 5 million data points drawn from 2,000 companies globally over a 15-year period. This data is overlaid with the authors’ combined more than 40 years of experience in helping companies successfully achieve large-scale change. As senior partners in McKinsey & Company, consistently named the world’s most prestigious management consulting firm, Keller and Schaninger also draw on the shared experience of their colleagues from offices in over 60 countries with unrivaled access to CEOs and senior teams.
Beyond Performance 2.0 also dares to go against the grain—eschewing the notion of copying best practices and instead guiding leaders to make choices specific to their unique context and organization. It does this with meticulously balance of focus on short- and long-term considerations, and on fully addressing the hard technical and oft cultural elements of making change happen. Further, the approach doesn’t just focus on delivering change; it builds an organization’s muscle to continuously change, making it healthier so that it can act with increased speed and agility to stay perpetually ahead of its competition.
Leaders looking for a proven approach to leading large-scale change from a trusted source have found what they are looking for in Beyond Performance 2.0.
By:
Scott Keller,
Bill Schaninger
Imprint: John Wiley & Sons Inc
Country of Publication: United States
Edition: 2nd Edition
Dimensions:
Height: 231mm,
Width: 158mm,
Spine: 23mm
Weight: 590g
ISBN: 9781119596653
ISBN 10: 1119596653
Pages: 288
Publication Date: 07 June 2019
Audience:
General/trade
,
ELT Advanced
Format: Paperback
Publisher's Status: Active
Foreword ix Introduction: Excellence Found 1 The past decade of research has proven that the dismal odds of change program success can reliably be beaten. Part I The Big Idea Chapter 1 Performance and Health 13 The way to beat the odds is to put equal emphasis on performance and health by using the Five Frames methodology. Chapter 2 The Science of Change 33 The approach has been developed through the most exhaustive research ever undertaken in the field. Part II The Five Frames Chapter 3 Aspire: Where Do We Want to Go? 61 It starts by setting measurable and manageable strategic objectives and commensurate health goals with rigor and precision. Chapter 4 Assess: How Ready Are We to Go There? 91 Don’t start planning until you’ve considered your organization’s change readiness: what skillset requirements and mindset shifts are needed. Chapter 5 Architect: What Do We Need to Do to Get There? 117 Now it’s time to create a bankable plan that will build the skills and deliver the outcomes—a plan that also uses four levers to influence mindset and behavior shifts. Chapter 6 Act: How Do We Manage the Journey? 151 No plan goes according to plan—the right ownership model will enable you to adjust as you go and generate the energy needed for change. Chapter 7 Advance: How Do We Continue to Improve? 181 You’re not done until an ongoing learning infrastructure is put in place, and leaders are well positioned in the right go-forward roles. Part III Putting It All Together Chapter 8 The Senior Leader’s Role: Does Change Have to Start at the Top? 199 Success will be immeasurably easier if the most senior leader embraces the role that only they can play. Chapter 9 The Change Leader’s Role: What It Takes to Be a Great Change Leader 215 To this point we’ve covered what to “do” to achieve large-scale success; now it’s time to discuss how to “be” as you lead the way. Chapter 10 Making It Happen: Do You Have What It Takes? 231 You’ve got knowledge, but do you have the courage? It’s over to you to write the next chapter... Notes 241 Recommended Reading 257 Acknowledgments 259 About the Authors 265 Index 267
SCOTT KELLER is a Senior Partner in the Southern California office of McKinsey & Company. He is the co-leader of the firm's global CEO and Board Excellence service line and spends the vast majority of his time serving Fortune 500 CEOs and top teams leading enterprise-wide, multi-year change programs. Scott is the author of multiple books and numerous articles in the field of organizational and leadership effectiveness, hosts multiple round tables, and is a frequent guest lecturer at business schools in Europe and the United States. BILL SCHANINGER, PHD, is a Senior Partner in the Philadelphia office of McKinsey & Company. Bill works with employers globally as they address the challenges of the ever-changing world of work. He designs and manages large-scale organizational transformations to strengthen business performance through enhanced culture, values, and leadership, and the development of skills and talent systems. In addition to his client work Bill has published extensively in practitioner and academic journals on organizational topics and is a sought-after speaker.
