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Driving and Achieving Change: Practical Guidance from Leaders in the Field

This insightful panel discussion, featuring industry experts Bill Kasdorf, Scott Lubeck, and Maureen McMahon, provides practical strategies for driving change within organizations. Moderated by Allison Belan from Duke University Press, the conversation covers essential elements such as establishing success measures, overcoming organizational resistance, embracing experimentation, and maintaining CEO visibility. Through shared experiences and lessons learned, panelists offer valuable advice on how to effectively manage change initiatives and foster innovation within teams while avoiding common pitfalls.

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Driving and Achieving Change: Practical Guidance from Leaders in the Field

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  1. Driving & Achieving Change Practical Guidance from Practical PeopleWednesday, February 24, 2010

  2. Panelists Bill Kasdorf, Vice PresidentApex Content Solutionsbkasdorf@apexcovantage.com Scott Lubeck, Executive Director, Book Industry Study Groupscott@bisg.org Maureen McMahon, President & PublisherKaplan Publishingmaureen.mcmahon@kaplan.com Moderator: Allison Belan, Assistant Production ManagerDuke University Press, Journalsabelan@dukeupress.edu Driving & Achieving Change: Practical Guidance from Practical PeopleO'Reilly Tools of Change 2010

  3. Preparing the Landscape Driving & Achieving Change: Practical Guidance from Practical People O'Reilly Tools of Change 2010

  4. Model for Change Projects Driving & Achieving Change: Practical Guidance from Practical People O'Reilly Tools of Change 2010

  5. Next Steps Driving & Achieving Change: Practical Guidance from Practical People O'Reilly Tools of Change 2010 Judge success of project. Don’t let investment to date cause you to institutionalize a failure. Keep a “skunk works” alive. Start the next pilot. Use your results to demonstrate feasibility, worthiness of investment. Win friends and influence people.

  6. Bridge—don’t break—the organization • Protect the larger org from the messiness of experimenting • Make the CEO’s buy-in highly visible • Focus on the What, not the How • Be specific about success measures • Prepare to change the goal • Listen to the naysayers • It’s a beta—don’t get too ambitious • Break it into manageable chunks • Look past your superstars • Innovators may be anywhere in the ranks • Create a virtual advisory board • Don’t let fear narrow the possibilities • Be clear on: ownership, dates, milestones, responsibilities • Build in frequent show-and-tell • Do not waste failures • Reward failures! • Assess results in stages Driving & Achieving Change: Practical Guidance from Practical People O'Reilly Tools of Change 2010

  7. Resources Driving & Achieving Change: Practical Guidance from Practical People O'Reilly Tools of Change 2010 The Myths of Innovation, Scott Berkun (O’Reilly, 2007) www.scottberkun.com: Blog posts, essays Open Business Models: How to Thrive in the New Innovation Landscape, Henry Chesbrough (Harvard Business Press, 2006) 10 Rules for Strategic Innovators: From Idea to Execution, Vijay Govindarajan and Chris Trimble (Harvard Business Press, 2005) Transforming Strategy One Customer at a Time, Richard J. Harrington and Anthony K. Tjan (Harvard Business Review, March 2008) The Cluetrain Manifesto: The End of Business as Usual, Rick Levine, Christopher Locke, Doc Searls, and David Weinberger (Basic Books, 2001) World Class Teams: Working Across Borders, Lynda C McDermott, Nolan Brawley, and William W. Waite (Wiley, 1998)

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