Fast Forward: Organizational Change in 100 Days

Janet Arnett is the former campus manager of adult education at Ontario’s Georgian College. She is the author of Antiques and Collectibles: Starting Small, The Grange at Knock, and 673 Ways to Save Money.

Miserly use of examples and a heavy hand in serving up masses of theory,
unrelieved by any trace of a human element, make Fast Forward a stodgy
read. Nonetheless, the book’s value as a step-by-step handbook for
corporate change is undeniable. The emphasis is on “deep” change,
which occurs when an organization has to “realign its fundamental
values and beliefs, as well as its strategy, if it is to move on to
future success.” In other words, cultural change.

The 100 days cited in the title is really 200 days: 100 to establish
the change initiative and a second 100 to consolidate it. The book looks
at types of change (operational, strategic, cultural), the conditions
for the various types of change, the critical few make-or-break factors,
key performance indicators, platforms for creating a sense of urgency,
reward systems, change resulting from an acquisition or crisis,
leadership styles, the central role of two-way communications, the
creation of new ventures, and change resulting from new information
technology.

Throughout, organizational culture—its shape, role, and control—is
examined. Culture is defined as beliefs embedded in behaviour. Eight
symbolic indicators of change that kick-start deep change and strategies
to mobilize for culture change are recurring threads.

Speed is emphasized throughout. Rapid decision-making. Fast turnaround.
Quick results. Short timelines for development and implementation of a
change plan. “Do it quickly ... do it hard.” No matter what the size
of the challenge, 200 days should do it.

If you can, overlook the ponderous style and read on; there’s a
fortune in good information here.