With the Solvency II deadline approaching, and full implementation expected from January 2016, affected entities are at varying states of readiness with embedding Solvency II into everyday practices becoming a major focus. Programme stakeholder communications needs to be robust to secure compliance and buy-in on both internal and external fronts. If your CEO fails to communicate to the markets your organization's ability to deliver on the EU Directive, or if a local Regulator finds that your Board has failed to embed a risk culture that is aligned with Solvency II, your ability to operate in the Solvency II world will be questioned. Solvency II: Stakeholder Communications and Change explains how to negate such risks. Gabrielle O'Donovan demonstrates how to approach stakeholder communications and change management in a structured and disciplined way, framed by the EU Directive's governance requirements. She demonstrates how to use a variety of tools and techniques to engage people with change and embed new ways of doing things. She reveals how to embed risk consciousness into your culture, helping you secure Solvency II approval and operate successfully in the Solvency II world. Based on the author's original research and the latest industry developments, Solvency II: Stakeholder Communications and Change is well-structured, readable and above all essential for all involved in Solvency II implementation.

With the Solvency II deadline approaching, and full implementation expected from January 2016, affected entities are at varying states of readiness with embedding Solvency II into everyday practices becoming a major focus. Programme stakeholder communications needs to be robust to secure compliance and buy-in on both internal and external fronts. If your CEO fails to communicate to the markets your organization's ability to deliver on the EU Directive, or if a local Regulator finds that your Board has failed to embed a risk culture that is aligned with Solvency II, your ability to operate in the Solvency II world will be questioned. Solvency II: Stakeholder Communications and Change explains how to negate such risks. Gabrielle O'Donovan demonstrates how to approach stakeholder communications and change management in a structured and disciplined way, framed by the EU Directive's governance requirements. She demonstrates how to use a variety of tools and techniques to engage people with change and embed new ways of doing things. She reveals how to embed risk consciousness into your culture, helping you secure Solvency II approval and operate successfully in the Solvency II world. Based on the author's original research and the latest industry developments, Solvency II: Stakeholder Communications and Change is well-structured, readable and above all essential for all involved in Solvency II implementation.

Business needs change. And it needs it in ways, at a rate and on a scale that is unprecedented. Current success rates for organizational change projects are dismal and are likely to remain so until organizations reinvent their approach to project delivery, and learn how to integrate Change Management and Project Management successfully. In this ground-breaking and innovative book, Gabrielle O Donovan shows you how to design strategy, structures and processes to realize this integration and deliver sustainable and commercially powerful business change. She opens the book by providing the context, describing both the problem and the solution; how the disconnect between Project Management and Change Management feeds the 40-70 per cent failure rate and the laying of many a dud egg; and how cross-discipline integration efforts thus far have only addressed the tip of the iceberg, ignoring the subterranean cultural element that can divide or unite project teams. From there, she profiles Project Management and Change Management in turn and, crucially, the value and service propositions of these respective disciplines and the different theories, models and tools they employ. In the second half of the book she makes a 'Project and Change Partnership' (PCP) culture explicit and measurable, articulating those cultural assumptions that will support an effective alliance and that relate to those universal problems all organizations face regarding the macro environment, external adaptability and survival, and internal integration. From there, she describes how Project Managers and Change Managers can cooperate daily by dividing work packages and activities throughout the end-to-end project lifecycle. Project leaders who instill a PCP culture will benefit from the unique value that these interdependent disciplines bring to project delivery. It is they who will lay golden eggs and realize business benefits. Making Organizational Change Stick is written for project leaders, Change Managers, Project/Programme Managers, design thinkers, business architects and anyone concerned with business change.