Six Batteries of Change could be a good read for managers who are looking to increase the success rate of their organization's change initiatives. The book offers a new model and a measurement tool that can help managers understand whether their organization has enough energy to complete the change programs successfully by tracking six batteries of change. The book provides valuable insights into how managers can charge each of the six batteries and create a more energized organization that can handle faster and more complex change. The numerous cases presented in the book illustrate how to apply the Six Batteries framework in practice, making it a practical guide for managers to develop transformation competencies.

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-Combines insights from leadership, strategy, operations management, cultural and people management in one simple model -Toolkits and quick scans are available to help apply these theories to your own organisation -Academically grounded and practically relevant, containing many examples that demonstrate how to tackle a company-wide transformation -Innovative and integrative model, based on cross-disciplinary research at Vlerick Business School and the Belgian Royal Military School (Koninklijke Militaire School) (RMS / KMS) Managing change becomes an increasingly critical capability in today's turbulent and disruptive work environment. Nevertheless, research indicates that failure rates of change initiatives remain high. In The Batteries of Change, the authors propose a new model that helps managers to deal with this challenging topic in a more effective way. The model tracks the extent to which your organisation has the energy to successfully implement change. The book identifies six 'batteries of change' that organisations and managers need to charge for change to become effective, and offers insights into how to keep each of these batteries buzzing. The role of a change manager is to ensure that all six batteries are charged, in order to generate the amount of energy necessary in successfully completing change. If the batteries of change remain empty, the success rate of the change will be limited. The Batteries of Change shows managers how to develop transformation competency by creating a more energised organisation, capable of dealing with faster and more complex change. it does this by setting up new frameworks, and referring to numerous cases to illustrate the effectiveness of each approach.

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