![]() ![]() At the molecular level, “all hell breaks loose.” Water tips from a liquid to a vapour. But add that one more degree, to 100 and water boils, changing its form profoundly. What is particularly interesting and somewhat counter-intuitive is that the tipping point is often reached all of a sudden, right out of the blue, a consequence of the smallest change. In physics, it is the moment when a nuclear reaction goes through threshold and becomes a self-sustaining chain. “Ideas and products and messages and behaviours spread just like viruses do.” Viruses are contagious with viruses, little causes and changes can have big consequences and effects and with viruses, change is often dramatic, not gradual.Įpidemiologists call that moment when change explodes the tipping point, the critical mass or boiling point moment when a single straw breaks the proverbial camel’s back and everything changes forever. The cornerstone of The Tipping Point is the epidemiologist’s view that change is best understood if thought of as an epidemic. This is not too strong: Change is not on the agenda it is the agenda.Įnter the author Malcolm Gladwell. ![]() Technological and scientific advance, globalization, the internet and connectivity, wide open product and financial markets, fierce competition and a revolution in consumer and societal attitudes have done in the days of leisurely response and adjustment. Simply put, the pace of change in everything that matters to running a successful business is breathtaking, arguably unprecedented, and accelerating from here. Why change management is such a big deal in business today is not rocket science. Truly effective change agents can name their price. That well known management thinker, Niccoló Machiavelli, was right on change in The Prince: “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.” So important and tough is change management that executives with the talent to manage it have a name all their own – change agents. The change file is one of the toughest any executive will carry. The Tipping Point is chalk full of wisdom and insight sure to improve executive understanding, judgement, decision-making and performance.Ī big part of being an executive today is managing change – understanding it, explaining and justifying it, initiating it, planning and organizing it, driving and forcing it, timing and pacing it, containing it, financing it and selling it to stakeholders including employees, customers and shareholders. It is no accident it has been on BusinessWeek’s bestseller list for more than two years. Regular Ivey Business Journal contributor John McCallum links the book’s lessons with the challenges facing managers today.Įvery executive should read Malcolm Gladwell’s The Tipping Point (Little, Brown and Company, 2000). The smash best-selling book, The Tipping Point, is full of astute observations and excellent suggestions for executives who must manage change. ![]()
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