As the world struggles to cope with the growing threat of a global carbon crisis, Doppelt has revised one of the best books ever written about change management, leadership and sustainability to focus on de-carbonisation. Doppelt's research, presented in this hugely readable book, demystify the sustainability-change process by providing a theoretical framework and a methodology that managers can use to successfully transform their organisations to embrace sustainable development. Filled with case examples, interviews and checklists on how to move corporate and governmental cultures toward sustainability, the book argues that the key factors that facilitate change appear in the successful efforts at companies such as AstraZeneca, Nike, Starbucks, IKEA, Chiquita, Interface, Swisscom and Norm Thompson and in governmental efforts such as those in the Netherlands and Santa Monica in California. For these and other cutting-edge organisations, leading change is a philosophy for success. Leading Change toward Sustainability has been used by change leaders around the world to guide their internal global warming and sustainability organisational change initiatives. This new edition is essential reading for leaders from all types of organisations.
One of the best books ever written about change management, leadership and sustainability in a new revised edition with a focus on de-carbonisation. Ranked as "one of the best ten publications on sustainable development" (GlobeScan Survey of Sustainability Experts, 2004).
Foreword William McDonough Foreword Paul de Jongh Introduction to the Second Edition: Leading Change towards De-carbonisation Part I: Why some organisations succeed and others fail 1. A tale of two companies 2. What went wrong? 3. A primer on sustainability 4. Socioeconomic implications of sustainable development 5. Sustainability, governance and organisational change (116K) Part II: The wheel of change toward sustainability 6. Change the dominant mind-set that created the system through the imperative of achieving sustainability 7. Rearrange the parts of the system by organising deep, wide and powerful sustainability transition teams 8. Change the goals of the system by crafting an ideal vision and guiding principles of sustainability 9. Restructure the rules of engagement of the system by adopting source-based strategies 10. Shift the information flows of the system by tirelessly communicating the need, vision and strategies for achieving sustainability 11. Correct the feedback loops of the system by encouraging and rewarding learning and innovation 12. Adjust the parameters of the system by aligning systems and structures with sustainability 13. Aligning governance with sustainability 14. Closing thoughts on the change process Appendix A: Assessing your organisation's 'sustainability blunders' Appendix B: Assessing your governance system Appendix C: Assessing your sustainability change initiative Author's postscript Bibliography