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The purpose of the paper is to make a case for achieving business excellence through sustainable change management. Business excellence is defined through the Baldrige Performance Excellence Criteria. Sustainable change management has three pillars: enlightened leadership to provide change direction, great project management to manage technical aspects of change, and excellent talent management for implementing the change. All three pillars will be discussed in this paper along with successful examples of sustainable change management practices from various sectors.

The paper is a synopsis of professional work done by the author over 38 years in achieving business excellence and managing sustainable change in professional and personal arena.

The paper provides insights about how sustainable change is achieved to propel an entity toward business excellence. It suggests that leadership is central in initiating the change for the benefit of the enterprise. To successfully manage change, strong project management skills are crucial. Without proper talent management, change initiatives will falter.

This paper fulfills a global need on how to achieve business excellence through sustainable change management.

Presents a work‐in‐progress report on an exploratory study of change management in education. Aims to investigate management processes employed in a sample of schools in the times of change and an increased demand for effectiveness and higher quality in the sector. Builds on the “completeness” framework while looking into varying aspects of change in the environments of several schools, in education in general, and in the public sector nationally and internationally. Addresses the phenomenon of organizational and individual on‐ and off‐job learning within the environment of elementary education. Proposes the next research steps in deriving good management practices to be employed in managing change and quality in schools, addressing an emerging dimension of the phenomenon known as “personal compacts”. Incorporates a comparative, cross‐cultural aspect by addressing similar problems in two different national environments: the UK and Finland.

Concerns the relationships between the problem of men, the problem of management, and the management of change, which are considered in terms of the mutuality of men′s power and the power of management: men′s behaviour in management may be oppressive, men numerically dominate management, and men′s domination of the structure of organizations and management. Outlines some of the ways in which men have attempted to change in response to feminism and describes ways in which management can be changed, including reducing the number of men in management, changing men′s behaviour, issues of sexuality and violence, and challenging men in management to clarify where they stand in relation to sexism and feminism.

This paper aims to encourage managers in the rapidly changing library and information services environment to be bold in people management.

The paper outlines four aspects of people management where it is particularly important to be bold: staff selection and recruitment; training development and workplace learning; performance management, and; organisational change.

The study reveals pointers to good management practice in the four areas which are outlined.

The paper provides useful information for those in people management.

Traditionally, resistance has been cast as adversarial ‐ the enemy of change that must be defeated if change is to be successful. While it is apparent that classical management theory viewed resistance in such a manner, recent literature contains much evidence that suggests resistance may indeed be useful and is not to be simply discounted. Present day suggestions and prescriptions for managing resistance have evidently disregarded this research and left little room for utility in resistance. This paper argues that the difficulty of organisational change is often exacerbated by the mismanagement of resistance derived from a simple set of assumptions that misunderstand resistance’s essential nature. It is suggested that management may greatly benefit from techniques that carefully manage resistance to change by looking for ways of utilising it rather than overcoming it.

The paper is based on leading a management of change simulation involving trainee managers in a global oil company who were tasked with preparing a proposal for senior management regarding the management of change to face future challenges. The purpose of the paper is to comment on models of change management, overcoming resistance to change, the necessary skills and commitment to implement change and stages in the planning. It concludes with the key outcomes of the simulation exercise.

The paper is based on a management of change simulation exercise from which guidelines for good practice are deduced.

The paper identifies key factors necessary for successful change management, including anticipation of the need for change, communication at all levels, overcoming resistance, skills required and the planning stages to implementation.

The learning outcomes of the simulation and the discussions reflect accepted models of change management.

The paper provides examples of good practice arising from a two‐day simulation exercise.

Purpose of this paper: Strategic change management teams are commonplace in contemporary organisations, but rarely are they strategic in their focus, processes or outcomes. Rather strategic change management teams have come to represent a new sort of management problem because they often tend to perpetuate poor management rather than strategic management. The purpose of this paper is to reinforce the importance of innovative, entrepreneurial and strategic practices in leading and managing organisational renewal. Design/methodology/approach: The author has developed a theoretical change management approach which draws on the four stages of human resource development. This process is applied to suit the unique conditions of Weston Transnational – a hypothetical organisation suffering from the early effects of poor strategic management. Findings: The proposed strategy comprises four stages of human resource development: investigation, design, implementation, and evaluation. These stages are overlayed by careful consideration of the critical ideas of inclusion, learning and change that are integral to the successful leadership of new initiatives. Originality/value: The framework appeals as having potential for wider applicability to many types of organisations operating in a variety of different contexts.

This chapter takes a look at the future of project management. It starts with a historic view of the development of project management in the last five decades including the present. It shows that the role of the project manager has changed from an engineer manager to a business developer and a leader capable of dealing with multi-perspectives.

Projects are positioned in the context of changing organizational forms, including silo and network organizations. This leads to the conclusion that projects will play a key role in the future, especially in change management, business modeling, and value creation.

A section will discuss increased emphasis on learning and knowledge sharing, suggesting focus on the reflective and experimenting project manager, and planning as a social process.

A section will look at project management as a profession and point to the risk that the profession may become too narrow focusing on a well-defined body of knowledge. Current trends suggest that a broader view of projects be adopted including its strategic role and interplay with stakeholders, as has been discussed at length in this book.

We conclude the chapter by proposing a shift of paradigm.

The world of management and technology has become accustomed to the notion of “2.0” advancements and transformative innovations. Is the field of Change Management/Organizational Development itself in this story? Not enough! We re-examine the field’s foundational beliefs, practices, focus, research directions, and value add. We conclude that there is strong evidence from the front line and from an IBM Case Study that the field must “reboot” – to rethink our methods and frameworks; the role and skills of change leadership for the future; change practitioner capabilities for the future; the metrics needed to evaluate progress; and the knowledge exchange between Academe and practitioners.