Book of the Week: Change 2.0 – Beyond Organisational Transformation

I can only recommend to read if you want to work in the context of Change. Nobody knows everything and practical experiences surely are one thing but the universe of books is endless and so are the possibilities that books offer to you.

When I say read, I do not only refer to modern how-to’s or nonfiction books but also to the wide field of classic literature that once initiated Change hundreds of years ago. Yes, it is like that – best start reading the “Metamorphoses” of Ovid.

As I like reading very much, I will feature a new book on change communications or change management each week. Despite my call-up to read old books, I will present a newer one in the first round: Change 2.0: Beyond Organisational Transformation, by Klewes and Langen.

Ralf Langen, co-author of the book was my former executive at the communications consultancy Pleon GmbH where I used to work for several years. He is an expert for Change and he formed the team that took over the business after he left to company to open up his own consultancy. Several of my former colleagues contributed writing this standard reference of change communications and management.

I personally would describe the book as a tool that shall provide solutions and perspectives for change and transformation – with a European and international focus – for private and public sector organisations.
All the contributors look at different perspectives of change and transformation, illustrating the key success factors for effective change and transformation projects.
Key features of the book in terms of topics are the role of communications; leadership as a change driver; HR Management; management of project structures.

Summarizing Change 2.0 pursues a holistic approach. It does not only explore the classic fields of communication, but also interfaces to e.g. HR and to organisation development as well as governmental restructuring. It presents a variety of relevant approaches in this context: for ex-ample, middle management and employees that have had negative change experience in the past are often not motivated by the classic change tools making participation and dia-logue increasingly relevant.

Not only as a reminiscence I can only recommend reading this book…

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