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Move: How Decisive Leaders Execute Strategy Despite Obstacles, Setbacks, and Stalls
Move past the obstacles and implement your new strategy Move is your guide to mobilizing your whole organization to take your business forward. Whatever your needed transformation may a new initiative, a new market, a new product, your fresh strategy is up against a powerful an organization's tendency to stay very busy and completely engaged what it's already doing. This book shows you how to cut through resistance and get your team engaged and proactively doing the new thing! Author Patty Azzarello draws on over twenty-five years of international business management experience to identify the chronic challenges that keep organizations from decisively executing strategy, and to give you a practical game plan for breaking through. Leaders tend to assume that stalls in execution are inevitable, unchanging parts of the workplace—but things can change. At the heart of every execution problem is the fact that there simply are not enough people doing what the business needs. This guide shows you how to get your entire organization on board—remove the fear, excuses, and hurdles—and uphold the new pursuit against distractions and dissent.
No transformation can succeed without suitable engagement from the whole organization, but building engagement can be difficult, uncomfortable, and tentative. This book shows you how to get it done.
Get your organization to embrace and personally commit to the new work Remove obstacles and passive aggressive attacks that block progress Defend new strategic initiatives against short term pressures to revert to "business as usual" Sustain momentum and the desire to move forward Make sure no one is ever asking, 'Are we still doing this?' Inertia isn't just a law of the universe, it's a law in the workplace that can be a major obstacle to making things happen. The great thing about inertia is that it cuts two a body at rest remains at rest, but a body in motion remains in motion. People love to finish things. Move shows you how to make successful execution the new norm—starting today.
No transformation can succeed without suitable engagement from the whole organization, but building engagement can be difficult, uncomfortable, and tentative. This book shows you how to get it done.
Get your organization to embrace and personally commit to the new work Remove obstacles and passive aggressive attacks that block progress Defend new strategic initiatives against short term pressures to revert to "business as usual" Sustain momentum and the desire to move forward Make sure no one is ever asking, 'Are we still doing this?' Inertia isn't just a law of the universe, it's a law in the workplace that can be a major obstacle to making things happen. The great thing about inertia is that it cuts two a body at rest remains at rest, but a body in motion remains in motion. People love to finish things. Move shows you how to make successful execution the new norm—starting today.
296 pages, Kindle Edition
Published February 3, 2017
125 people are currently reading
609 people want to read
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Displaying 1 - 30 of 32 reviews
June 9, 2018
Brilliant advice for executing on a transformational strategy. I've recommended this book several times in the twelve months since I first read it. Also highly recommend Patty's first book "Rise".
June 2, 2022
This is a book whose density of good ideas belies its less-than-300 pages.
Even when change efforts are initiated successfully, many efforts get stuck in the middle. This book discusses the practice-derived MOVE model which looks at how defining the Middle of a change effort, setting up the right Organization, having the Valor to be committed to change, and making sure Everyone is involved can lead to effective change efforts.
A good strategy needs to keep people engaged by letting everyone know what should change. You need to create an action based strategy with specific, concrete, executable outcomes. Focusing on outcomes narrows the space of next steps and helps everyone focus on the long term gains. Working on a series of concrete goals will accomplish more than focusing on a large goal that is too vague to execute. Focusing on concrete actions helps focus the conversation. It may create some conflict, but is the type of conflict that means things are getting done.
Even concrete outcomes are often too large, vague, and far off to drive action. Work backwards from those outcomes to define concrete milestones: "If we want X done in 12 months, what visible outcomes do we need at nine months? To achieve that, what needs to be done at 6 months? 3 months? Right now?" Unlike many lists of milestones, these ones are chosen because you believe that if they slip, the overall target date is at risk. Use milestones can be used to communicate a tangible sense of progress. Use them to structure progress timelines.
Look for the bottlenecks that are preventing scaling today. Work toward scaling those bottlenecks 10x. Don't take on too many of these at once. Focus on 1-3 most important things. Whittling down this list requires shifting from asking "How important is this?" to "How bad is it if we don't do this?" Communicate these priorities at every turn. When a conflict comes up, use them to help resolve the issue. When the conflict is between priorities, escalate. Once priorities are identified, leave some slack. Slack allows you to reprioritize when the inevitable distractions come up.
Metrics are important. However, many metrics are either too high level (impossible to move) or too low level (they don't measure what matters). Control points are metrics that measure intermediate outcomes that directly influence the high level goal while being detailed enough that they can be influenced directly. A good control point can drive improvement in multiple areas and coordination across groups.
Uncertainty is expensive. When people make critical decisions but are uncertain about direction, they will generate inconsistency and churn. Real clarity must get down to the level of concrete resources and timelines: how do goals break down? who is responsible? what changes from before? etc. Getting to this level of detail may cause conflict, but it is productive conflict which moves things forward.
To align, use unstructured conversations early and often. Ask people "What do you really think?" Let people express why they think the change is happening, whether or not it aligns with their priorities, and whether or not they think it will be successful. These conversations create are a place where important concerns can be raised early.
You'll know a new strategy has really stuck when people discuss the key ideas even when the leader is not in the room: the audience has heard, understood, and is engaged with the message. The way to make this happen is to have lots of 1:1 conversations, talk about the strategy in day-to-day work conversations (such as stand-ups), and to encourage discussion of the strategy in the team's natural communication forums.
Leaders to have the honest (and often painful) conversations about staffing changes. Start by showing the importance of the journey to persuade people to invest in the area. Second, show the true cost of improving. Help others understand what could be achieved with different amounts of budget and staffing. Sometimes, despite your best efforts to be realistic, leaders will not accept anything less than a unrealistic goal. Be willing to set ambitious goals, but don't give into the temptation to promise the impossible. This sets everyone up for failure.
Most likely, the organizational will need to change. Go through the exercise of creating a "blank-sheet" org chart. Start with the desired outcome, draw the ideal org chart, clearly define roles, get input. Once this structure has stabilized, map individuals onto roles. Hire where there are gaps and help people who no longer fit the team's needs move into better roles. Make sure that everyone understands their new role.
This requires high quality people managers who can help people move forward. Good managers use tools such as clear communication, support, good planning & resource management, clear decision making & accountability, and stable organizational direction. They make sure their reports have the information they need to discuss the business strategy and how they and their individual strengths fit into it. They also make sure their reports feel supported at the right level. They seek out development opportunities. They may delegate their work: not just the fun stuff, but also the hard work, the meaningful work, and the relationship building work.
Teams can be successful with hybrid or remote work if they are intentional about it. Individuals can be more productive working from home but teams generally are not, so figure out which work is better in which setting. Make sure that there are clear expectations about when people should be in the office in person. Fully remote teams and individuals should be given opportunities to bond with the team, both in person and virtually. Emphasize the importance of being present in virtual meetings. People who are fully remote will need to make extra effort to be seen by others. They should focus on getting some face time, being present and visible in calls, participating, stepping forward to lead, building relationships, and sharing expertise. This will help others know who they are.
Always be looking for the right people. Even if you are not hiring now, build relationships so you can recruit those folks when you need them. Eliminate people who have a negative influence on the team. However, before removing them from the team, see if they can't do the job or won't do the job. If they can't, give them the opportunity to learn what they need.
When critical information is not shared, important tasks are dropped. Work is duplicated. Motivate is low. Bad calls are made. The wrong work is done. Effort is wasted. And yet, organizations are addicted to time wasting detail. Effective organizations focus on moving insight and action plans up and keeping detail down. Status meetings waste time. However, staff meetings and status tracking are critical. Instead of detail, talk about strategy, control points, and outcomes. Have teams create reports which briefly summarize insights on decision, changes, what's finished, results, and open questions (~5 key points). Everyone should pre-read and comment on these reports. Unresolved comments become the basis for staff meeting discussion. Other discussion topics include key outcomes, risks, business data, industry data, culture, improvements, what to learn, who to thank, talent development, team brand, and opportunities for bonding and laughter.
Making decisions is hard, so it's easy to fall into the trap of continuing to study and collect data. Ask yourself, "Why not pick now?" See if there is something concrete and impactful that you expect to learn from further decision making. Moving to execution can get you real feedback more quickly, and that is always going to be more valuable than more theory. Don't fall into the false dichotomy of consensus vs command. Instead, follow a process where the decision maker listens to everyone to get the most robust and complete input, makes a decision themselves, and moves forward.
Once decisions are made, delays will happen. All deadline slips must be addressed to create a culture where people can trust deadlines and depend on each other. This requires enforcing consequences. The goal is not to punish but to build a culture where deadlines are taken seriously. Have the hard conversation: "What happened? Do you realize the consequences? How do you plan to finish and address the consequences? How will you prevent this from happening again?" (And track the information necessary to know when deadlines are missed.)
Although top down communication is not the whole story, it's still important to do it right. You need to show that you are personally committed to the transformation. As the old marketing advice goes, communicate your message 21 times. Informal updates, such as a short weekly newsletter or blog post, can help people understand what you are thinking and what decisions have been made. Once the core communication is in place, "decorations" can help keep both the change and its impact visible. Ritual, such as coming together in a visible, joyful, celebration is one way to keep a change alive. Beyond ritual, internal social media forums which engage others in conversation can also be useful. Celebrating milestones, both large and small, also helps create a sense of meaning and momentum.
Filtered information is never sufficient. A leader needs to listen across a whole organization to understand what is going on — not just those adjacent to them. Dedicate time every week to listen to people doing the work, either 1:1 or by creating listening opportunities that everyone can observe and participate in. Be open to learning from anyone, no matter their role — and especially if they think differently from you. Talk to people early. Even in areas where you have knowledge, understand how people do things differently.
To build genuine loyalty and an effective organization, a leader needs to share power. You are a steward for the power of your role; it is not yours. Your personal power comes from how you treat others. It comes from engaging with and respecting others as individual humans with their own lives and their own sources of purpose and meaning. Help them thrive; promote them over yourself. Be curious. Be open. Be respectful. Ask others what they truly care about. Be open to surprising answers. Even if you cannot give them what they want, give the support you can. Be flexible. Recognize the good things, both large and small. Make people feel like superheros. Always be building trust.
In summary: share power, hire great people, give them big work, support them, step back, and let them be amazing. Build trust by being concrete and consistent about outcomes, control points, measures, and timelines. Be clear about resources, making the right organizational and people decisions, communicating clearly about performance, eliminating uncertainty, supporting the transformation with valor, communicating consistently, and fostering conversation.
Finally, always be building trust. Trust cannot be taken for granted, and if you're not working on building it up, then it's bleeding out of the system. For people to be engaged, motivated, and productive, they need to feel safe, they need to trust and be trusted. This is what will get you through the long Middle of a transformation.
Even when change efforts are initiated successfully, many efforts get stuck in the middle. This book discusses the practice-derived MOVE model which looks at how defining the Middle of a change effort, setting up the right Organization, having the Valor to be committed to change, and making sure Everyone is involved can lead to effective change efforts.
A good strategy needs to keep people engaged by letting everyone know what should change. You need to create an action based strategy with specific, concrete, executable outcomes. Focusing on outcomes narrows the space of next steps and helps everyone focus on the long term gains. Working on a series of concrete goals will accomplish more than focusing on a large goal that is too vague to execute. Focusing on concrete actions helps focus the conversation. It may create some conflict, but is the type of conflict that means things are getting done.
Even concrete outcomes are often too large, vague, and far off to drive action. Work backwards from those outcomes to define concrete milestones: "If we want X done in 12 months, what visible outcomes do we need at nine months? To achieve that, what needs to be done at 6 months? 3 months? Right now?" Unlike many lists of milestones, these ones are chosen because you believe that if they slip, the overall target date is at risk. Use milestones can be used to communicate a tangible sense of progress. Use them to structure progress timelines.
Look for the bottlenecks that are preventing scaling today. Work toward scaling those bottlenecks 10x. Don't take on too many of these at once. Focus on 1-3 most important things. Whittling down this list requires shifting from asking "How important is this?" to "How bad is it if we don't do this?" Communicate these priorities at every turn. When a conflict comes up, use them to help resolve the issue. When the conflict is between priorities, escalate. Once priorities are identified, leave some slack. Slack allows you to reprioritize when the inevitable distractions come up.
Metrics are important. However, many metrics are either too high level (impossible to move) or too low level (they don't measure what matters). Control points are metrics that measure intermediate outcomes that directly influence the high level goal while being detailed enough that they can be influenced directly. A good control point can drive improvement in multiple areas and coordination across groups.
Uncertainty is expensive. When people make critical decisions but are uncertain about direction, they will generate inconsistency and churn. Real clarity must get down to the level of concrete resources and timelines: how do goals break down? who is responsible? what changes from before? etc. Getting to this level of detail may cause conflict, but it is productive conflict which moves things forward.
To align, use unstructured conversations early and often. Ask people "What do you really think?" Let people express why they think the change is happening, whether or not it aligns with their priorities, and whether or not they think it will be successful. These conversations create are a place where important concerns can be raised early.
You'll know a new strategy has really stuck when people discuss the key ideas even when the leader is not in the room: the audience has heard, understood, and is engaged with the message. The way to make this happen is to have lots of 1:1 conversations, talk about the strategy in day-to-day work conversations (such as stand-ups), and to encourage discussion of the strategy in the team's natural communication forums.
Leaders to have the honest (and often painful) conversations about staffing changes. Start by showing the importance of the journey to persuade people to invest in the area. Second, show the true cost of improving. Help others understand what could be achieved with different amounts of budget and staffing. Sometimes, despite your best efforts to be realistic, leaders will not accept anything less than a unrealistic goal. Be willing to set ambitious goals, but don't give into the temptation to promise the impossible. This sets everyone up for failure.
Most likely, the organizational will need to change. Go through the exercise of creating a "blank-sheet" org chart. Start with the desired outcome, draw the ideal org chart, clearly define roles, get input. Once this structure has stabilized, map individuals onto roles. Hire where there are gaps and help people who no longer fit the team's needs move into better roles. Make sure that everyone understands their new role.
This requires high quality people managers who can help people move forward. Good managers use tools such as clear communication, support, good planning & resource management, clear decision making & accountability, and stable organizational direction. They make sure their reports have the information they need to discuss the business strategy and how they and their individual strengths fit into it. They also make sure their reports feel supported at the right level. They seek out development opportunities. They may delegate their work: not just the fun stuff, but also the hard work, the meaningful work, and the relationship building work.
Teams can be successful with hybrid or remote work if they are intentional about it. Individuals can be more productive working from home but teams generally are not, so figure out which work is better in which setting. Make sure that there are clear expectations about when people should be in the office in person. Fully remote teams and individuals should be given opportunities to bond with the team, both in person and virtually. Emphasize the importance of being present in virtual meetings. People who are fully remote will need to make extra effort to be seen by others. They should focus on getting some face time, being present and visible in calls, participating, stepping forward to lead, building relationships, and sharing expertise. This will help others know who they are.
Always be looking for the right people. Even if you are not hiring now, build relationships so you can recruit those folks when you need them. Eliminate people who have a negative influence on the team. However, before removing them from the team, see if they can't do the job or won't do the job. If they can't, give them the opportunity to learn what they need.
When critical information is not shared, important tasks are dropped. Work is duplicated. Motivate is low. Bad calls are made. The wrong work is done. Effort is wasted. And yet, organizations are addicted to time wasting detail. Effective organizations focus on moving insight and action plans up and keeping detail down. Status meetings waste time. However, staff meetings and status tracking are critical. Instead of detail, talk about strategy, control points, and outcomes. Have teams create reports which briefly summarize insights on decision, changes, what's finished, results, and open questions (~5 key points). Everyone should pre-read and comment on these reports. Unresolved comments become the basis for staff meeting discussion. Other discussion topics include key outcomes, risks, business data, industry data, culture, improvements, what to learn, who to thank, talent development, team brand, and opportunities for bonding and laughter.
Making decisions is hard, so it's easy to fall into the trap of continuing to study and collect data. Ask yourself, "Why not pick now?" See if there is something concrete and impactful that you expect to learn from further decision making. Moving to execution can get you real feedback more quickly, and that is always going to be more valuable than more theory. Don't fall into the false dichotomy of consensus vs command. Instead, follow a process where the decision maker listens to everyone to get the most robust and complete input, makes a decision themselves, and moves forward.
Once decisions are made, delays will happen. All deadline slips must be addressed to create a culture where people can trust deadlines and depend on each other. This requires enforcing consequences. The goal is not to punish but to build a culture where deadlines are taken seriously. Have the hard conversation: "What happened? Do you realize the consequences? How do you plan to finish and address the consequences? How will you prevent this from happening again?" (And track the information necessary to know when deadlines are missed.)
Although top down communication is not the whole story, it's still important to do it right. You need to show that you are personally committed to the transformation. As the old marketing advice goes, communicate your message 21 times. Informal updates, such as a short weekly newsletter or blog post, can help people understand what you are thinking and what decisions have been made. Once the core communication is in place, "decorations" can help keep both the change and its impact visible. Ritual, such as coming together in a visible, joyful, celebration is one way to keep a change alive. Beyond ritual, internal social media forums which engage others in conversation can also be useful. Celebrating milestones, both large and small, also helps create a sense of meaning and momentum.
Filtered information is never sufficient. A leader needs to listen across a whole organization to understand what is going on — not just those adjacent to them. Dedicate time every week to listen to people doing the work, either 1:1 or by creating listening opportunities that everyone can observe and participate in. Be open to learning from anyone, no matter their role — and especially if they think differently from you. Talk to people early. Even in areas where you have knowledge, understand how people do things differently.
To build genuine loyalty and an effective organization, a leader needs to share power. You are a steward for the power of your role; it is not yours. Your personal power comes from how you treat others. It comes from engaging with and respecting others as individual humans with their own lives and their own sources of purpose and meaning. Help them thrive; promote them over yourself. Be curious. Be open. Be respectful. Ask others what they truly care about. Be open to surprising answers. Even if you cannot give them what they want, give the support you can. Be flexible. Recognize the good things, both large and small. Make people feel like superheros. Always be building trust.
In summary: share power, hire great people, give them big work, support them, step back, and let them be amazing. Build trust by being concrete and consistent about outcomes, control points, measures, and timelines. Be clear about resources, making the right organizational and people decisions, communicating clearly about performance, eliminating uncertainty, supporting the transformation with valor, communicating consistently, and fostering conversation.
Finally, always be building trust. Trust cannot be taken for granted, and if you're not working on building it up, then it's bleeding out of the system. For people to be engaged, motivated, and productive, they need to feel safe, they need to trust and be trusted. This is what will get you through the long Middle of a transformation.
January 7, 2018
Practical, executable, and provided insights into my own leadership style. She sounds like someone I’d like to work for!
December 23, 2018
Stop being vague and establish small, clear and achievable targets. Your strategy is not what you say it is. Your strategy is where you put your resources. Create a blank sheet organization chart with the required skills to achieve your goals. Companies that scale are the ones who choose to do less stuff.
August 6, 2022
Last year, I read RISE – found it immensely useful. Immediately I had decided I will read the writer's second book. MOVE is also extremely useful & has many practical insights on executing a transformation or a project at work. This book is useful for team leaders or HODs who are entrusted with execution of long-term projects or strategic initiatives. There are many useful tips in this book, few of them are:
• How to develop sense of urgency in your team while executing long-term projects
• How to define Outcome & identify drivers (Control points)
• How to prevent sabotage of your project
• How to increase your team's capacity
• Debate vis-à-vis Go
• How to communicate with large groups
I learnt from this one book what several training programs teach you. It’s a must read for executives in Middle Management aspiring to reach Top level. Outstanding book. 5 stars.
• How to develop sense of urgency in your team while executing long-term projects
• How to define Outcome & identify drivers (Control points)
• How to prevent sabotage of your project
• How to increase your team's capacity
• Debate vis-à-vis Go
• How to communicate with large groups
I learnt from this one book what several training programs teach you. It’s a must read for executives in Middle Management aspiring to reach Top level. Outstanding book. 5 stars.
September 10, 2022
Oh Patty... it's like you can read my mind. This book helped me so much in such a short amount of time. I've already started using some of the examples outlined in the book. When people ask me about something new I'm doing, I tell them that "it was Patty's idea."
This book also gave me a lot of confidence that I'm on the right course. Making strategic change is hard, but there are ways through the middle! I also love the way this book is for everyone - leaders or individual contributors will found value.
My copy is completely marked up with stickied a d highlights so that I can continue to revisit. If you work in a company or within a team that makes strategic changes - you must read this book.
This book also gave me a lot of confidence that I'm on the right course. Making strategic change is hard, but there are ways through the middle! I also love the way this book is for everyone - leaders or individual contributors will found value.
My copy is completely marked up with stickied a d highlights so that I can continue to revisit. If you work in a company or within a team that makes strategic changes - you must read this book.
May 26, 2018
practical and tactical advice to leaders on navigating complex decision points and implementing concrete change. The advice mostly pertains to leaders of large teams/organizations, is based on personal and observational experience.
For a book on leadership, the author is consistently concise and clear, with virtually none of the fluffy and padding.
Read this at a bookstore in one go, and then bought it to reference back when I need it.
For a book on leadership, the author is consistently concise and clear, with virtually none of the fluffy and padding.
Read this at a bookstore in one go, and then bought it to reference back when I need it.
August 2, 2018
Great book! Finished a month ago. While reading, whatever the author described came as flashbacks of my past working experience. It took me focused dedication to finish the book. Patty gives many examples in a precise manner to explain the ideas she pens in the book. You should read if you are a manager leading a change in the company or leading a team to achieve organisation goals. She also gives tips on how to manage overseas team members you can only meet online.
November 6, 2024
Really thought this had a lot of gems in it. Very hands on and practical middle management advice. Definitely recommend the read with lots of great encouragement and advice to plow through the challenging times
Just docking a star as I felt it was a bit repetitive at points and the anecdotal / short section style was bit disjointed to read at points. I felt it was a bit of a slog to get through - but well worth the read!
Just docking a star as I felt it was a bit repetitive at points and the anecdotal / short section style was bit disjointed to read at points. I felt it was a bit of a slog to get through - but well worth the read!
May 29, 2019
An actionable advice on how to apply organizational change, through the MOVE model, which implies going through the Middle phase of the change process with concrete strategies; Organization structure with capacity for change; Valor to prioritize change and Everyone engaged and create a good culture in the company.
October 21, 2023
The beginning was promising and I was quoting some good parts of the book to colleagues. But at some point I was struggling to get through the book, since it didn’t help much with the actual change when it became blurry what exactly was changing or the change got redefined / interpreted in many different ways.
May 12, 2019
She used 4 practical advise to simply a complex change process. The book provides not only a guide but also relatable examples that are applicable to any type of organization in need of initiating a change process to improve outcomes.
August 15, 2020
Really great practical advice, not just for transformations but for executing any strategy - taking it from words to enable your people and the organisation to get it done.
So many folded page corners to come back to.
So many folded page corners to come back to.
January 15, 2021
Your strategy is where you put your resources.
1. Leverage is a force multiplier for your judgment
2. Judge them by their choice, not words or decision.
3. Th positive-sum game leads to cooperation, the zero-sum game leads to conflict.
1. Leverage is a force multiplier for your judgment
2. Judge them by their choice, not words or decision.
3. Th positive-sum game leads to cooperation, the zero-sum game leads to conflict.
September 7, 2021
I loved this book! So many great tips in an easy to read format. I signed up for the authors blog after finishing the book.
I highly recommend if you are looking for practical, easy to implement, career & business tips.
I highly recommend if you are looking for practical, easy to implement, career & business tips.
July 30, 2018
Very good read!
July 31, 2018
Good read for managers
December 10, 2018
This book should be called « let’s state the obvious »
April 2, 2020
Middle
Organization
Valor
Everyone
An entry level book about management. 👍🏼
Organization
Valor
Everyone
An entry level book about management. 👍🏼
June 17, 2020
The book is suited for effective management specifically projects and engaging employees. How to successfully see ideas through to the finish line.
October 22, 2020
Another practical, down-to-earth business book by Patty Azzarello, this one (loosely) focused on leading organizations through strategy change. Fun to read and highly applicable.
February 14, 2021
Inspiring book on why strategy without execution = talking, and real strategy is what you're doing.
August 28, 2021
It has good advice for being a leader, empowering, listening, being clear. Down to earth and relatable.
February 13, 2022
I DNFd this at 43% in. It's really just under 300 pages but feels longer. It's full of great, useful information just not useful for me at this moment.
April 20, 2023
Listened to a 15 minute summary of the book. I would def want to check out the whole book especially if I were a leader.
October 3, 2018
Insightful & inspiring!
This book is filled with valuable insights every leader should consider. I’m using several quotes and techniques from this book to drive Exec strategy discussion this week! Thanks for the inspiration!
This book is filled with valuable insights every leader should consider. I’m using several quotes and techniques from this book to drive Exec strategy discussion this week! Thanks for the inspiration!
March 31, 2020
What I liked about this book is the focus on transportation. It doesn't only give advice but touches on very important topics, such as resistance to change and managing flexible strategies which move organisations forward. An enjoyable and very current read.
February 18, 2023
This book landed on my table unexpectedly and, no doubts, it is a very valuable reading!
Many described thoughts are not new, but very well summarized. I cought myself nodding my head so many times when reading a book. It’s a great source for a leadership team to get familiar and discuss together what and how could/should be taken into practice.
Many described thoughts are not new, but very well summarized. I cought myself nodding my head so many times when reading a book. It’s a great source for a leadership team to get familiar and discuss together what and how could/should be taken into practice.
September 29, 2020
Timely book for myself as I was in the middle of development of OKRs for my team. Brilliant!
Read
July 29, 2018The MOVE model is more than a mere process for implementing change initiatives in any company. Rather, it’s the surest way to achieve lasting change. It does this in four ways – by helping you through the Middle phase of the change process with clear and concrete strategy; by establishing an Organization structure with capacity for change; by giving you the Valor to make the tough decisions and prioritize change; and by showing leaders how to engage Everyone, thus making the change an inextricable part of company culture.
Displaying 1 - 30 of 32 reviews