The most successful changes in organizations have one important thing in common - the people who have a stake in the outcome see the need to change. Our research also found as people's understanding of a need for a change went down, the failure rate went up.

Leaders of successful new initiatives - from mergers to reengineering to new software - made a compelling case to critical stakeholders before doing anything else. How did they do it? This book shows you what they did - and what you can do to make a compelling case for change in your organization.

Failing to make a case often condemns the change to mediocre results or even outright failure. That can cost millions, not to mention the inestimable cost of lost opportunities and lost confidence in your leadership.

Making a Compelling Case for Change shows you:

• How to get people to see why change is needed today.
• How to avoid the biggest pitfalls people make when trying to make their case.
• How to avoid resistance before it ever starts.
• How to combine information and emotion to make the strongest case for change.

You could avoid major headaches and save hundreds of thousands of dollars on your next major project if you apply the ideas in this book.