![]() Refreshing and to the point, Duck offers corporate leaders uncommon business advice in this evolving age of bricks, clicks and bricks-and-clicks. Offer contracts to dangerous beasts and breed them to create new species. 30 Jeanie Daniel Duck, The Change Monster : The Human Forces that Fuel or Foil Corporate Transformation and Change ( New York : Crown Business, 2001 ). Monster Crown is an in-development indie title for the die-hards, the monster catching completionists - the battle masters. After a a majority of Monster Crown fans voted for the early release of the Super Gro team, Studio Aurumn launched this transformation team last week. While the ultimate responsibility for managing change lies with those with the most authority, her message is pertinent to managers at all levels. Monster Crown is a dark top-down adventure RPG about collecting, battling, and breeding monsters to create unique crossbreeds. She stresses that leaders must help "institutionalize the proclivity for change," which, she maintains, can be "their most important legacy." Eschewing a formal business tone (she assumes her audience knows how to execute strategy), Duck frames her argument well, and even includes elements from her personal life to explain the emotional components of change. Understanding these components is what makes the difference between success and failure, she contends, offering countless anecdotes to support her claim. A character encounters an Enemy - a Monster, Dragon, Animal. In her work as a senior vice-president of the Boston Consulting Group, Duck came to the conclusion that while every company's experience with strategic change is unique, each will go through the same five phases of a model she calls the "change curve" (stagnation, preparation, implementation, determination and fruition). In the base game, the main goal is to reach the Crown of Command in the centre of the board. ![]() While "emotional data" (e.g., fear of job elimination, the sense that senior management doesn't know what it's doing) may not be easy to define, it's as critical to executing strategic change as financial data. Although the concept of managing the implementation of major changes in business has existed for at least two decades, Duck contends that senior management often overlooks or underestimates the emotional impact of fundamental changes-such as mergers, reengineering and strategic initiatives-on employees.
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