Change Without Pain

Some books act as catalysts to trigger awareness of a problem hitherto unknown to the majority. This is true of Change Without Pain. The coverage that this book received in the press far surpassed its intrinsic value, revealing an interest for a hypothesis that departs from the dominant thinking according to which creative destruction and constant change are the only remedies for the problems encountered by companies today.
The premise of the author is simple, i.e. the current message on change corresponds to the reality of one or two decades ago, when many companies suffered from a lack of mobility and responsiveness. Today, although this problem remains for some organizations, others have developed an addiction to change that generates problems in turn. To these companies, the author suggests considering “softer” change practices, particularly what he calls “creative recombination,” as opposed to creative destruction.
– The preface and the first chapter are critical to understand the context in which the author’s suggestions are made, particularly the negative consequences of excessive change.
To peruse the book rapidly, continue by going straight to chapter 2, which explains the principle of creative recombination proposed by the author. The process is explained in great, even fastidious detail in chapters 3 to 8, which each covers a specific “recombinable” aspect (talent, values, structures, networks, etc.).
– Finally, the author rapidly covers in chapter 9 the need to pace change, with appropriate fallow periods. He provides practical advice on implementing this principle, illustrated with numerous examples.