The End of Change (2001)

The End of Change

How Your Company Can Sustain Growth and Innovation While Avoiding Change Fatigue


with Erik Hoving, Henk Smit, Arnoud van der Slot

McGraw Hill 2001   ISBN 0-07-135700-9

“Change is complex, it’s tough, it’s unpredictable. This book provides tools, techniques and diagnostics to bring clarity to the complexity. Building on the insights from the ‘unwritten rules of the game’ it shows how the philosophy and tactics of change can be aligned to strategy and content. It’s a fresh, insightful read, packed full of words of wisdom and immediate take-aways. A must for any manager who aspires to be a change agent.”

Lynda Gratton

Professor, Organisational Behavior, London Business School


“Very timely and practical messages, especially for leaders who want to have result-driven and lasting remedies.”

Daeje Chin

President & CEO, Digital Media Business, Samsung Electronics Co., Ltd.


“Peter Scott-Morgan, author of the best-selling, The Unwritten Rules of the Game, and his colleagues at Arthur D. Little have discovered that Fortune 500 companies are currently spending twice their profits on change initiatives; yet they are only satisfied with half the results. The obvious question is How can we stop this? The paradigm–shifting answer, based on a six year study of Fortune 500 companies, is: concentrate on maximizing stability within a changing environment–don’t fixate on change. This book explains how by developing the six competencies needed to achieve dynamic stability–the management stabilizers of strategy, tactics, operations, and the enabling stabilizers of teamwork, quality, and communication–companies can avoid being swamped by the disruption of unending turbulence.”

Editorial Review




Is your company funneling more and more of its profits into the implementation of change initiatives – even though the hoped-for results are proving harder and harder to come by? You can change that!

Are your employees suffering from “change fatigue” – the inability to handle the disruptions caused by a constant state of flux in systems, procedures, and equipment? You can change that!

“Fortune 500 companies are currently spending twice their profits on change initiatives; yet they are only satisfied with half the results.” So say the authors of this groundbreaking new book – one that offers provocative yet proven strategies for combating change fatigue while remaining competitive in today’s turbulent global economy. Based on a major six-year study of Fortune 500 companies and their successes and failures in implementing change, the book shows you how to create an environment of stability without stifling growth and innovation. The secret lies in the creating of Stability Structures capable of cushioning the shock of innovation and transition.

In this book, you’ll be taught how to assess both the level and the frequency of innovation in your organization and choose the structures that are most suitable for you at this time. You’ll also be shown how to make a smooth transition from one Stability Structure to another when and if the need arises. By putting appropriate Structures in place, you’ll have a system that automatically:

  • Creates “shock absorbers” based on an in-depth understanding of how people react to change
  • Maintains continuity across cycles to minimize disruption
  • Encourages incremental innovation for people who can prepare in advance
  • Creates safe places to fail
  • Implements an early-warning system that recognizes disruption
  • Trains experts who know how to pass on knowledge
  • Builds stability within teams