Based on their extensive research and work with organisations, V. Nilakant and S. Ramnarayan present a new model for organizational change that identifies four core tasks crucial to the success of any change initiative: appreciating change, mobilizing support for change, executing change and building change capability. The authors contend that those change initiative that do not succeed are the direct outcome of a failure to effectively manage one or more of these tasks. Simultaneously, as it warns managers against adopting simplistic recipes, Change Management also explains how organizational change is about changing the way in which people think and act. This book suggests four fundamental ways of altering the mindsets of managers: tuning to the external environment and people’s mindsets inside the organisation; influencing and persuading people and strengthening communication; constructing change initiatives on the basis of cross-functional collaboration and challenging goals; and creating positive contexts that enable people to have faith in their own capabilities. This book argues that effective management of change is about balance-balance between short-term and long-term, profits and people, overview and detail, continuity and transformation, and between the feasible and the desirable, Comprehensive as well as practical and backed by real-life examples and case-studies, this book serves as a roadmap to understand, implement and manage change in today’s challenging environments. It will be equally useful to practicing managers and to students of change management.