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Book

Changing Employee Behavior

A practical guide for managers

By Shlomo Ben-Hur and Nik Kinley

240 pages

Paperback

Overview

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Overview

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An important part of every manager’s job is changing people’s behavior: to improve someone’s performance, get them to better manage relationships with colleagues, or to stop them doing something. Yet, despite the fact that changing people’s behavior is such an important skill for managers, too many are unsure how to actually go about it.

This book reveals the simple, but powerful techniques for changing behavior that experts from a range of disciplines have been using for years, making them available to all managers in a single and comprehensive toolkit for change that managers can use to drive and improve the performance of their staff.

Based on research conducted for this book, it introduces practical techniques drawn from the fields of psychology, psychotherapy, and behavioral economics, and show how they can be applied to address some of the most common, every-day challenges that managers face.

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Paperback

eBook

You can also buy the book on Barnes & Nobles, Book Depository, Orell Füssli and Routledge.

Publisher

Palgrave Macmillan

ISBN

9781137449542

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Case Study

MedTech Diagnostics' transformation crossroads

Organizational Change Agility Business Transformation Leadership

By Michael D. Watkins

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MedTech Diagnostics' transformation crossroads

By Michael D. Watkins
Case reference: IMD-2726 ©2025

Summary

The case study examines the organizational transformation challenges faced by MedTech Diagnostics, an 850 million medical diagnostics company attempting to balance innovation speed with regulatory compliance and quality standards. CEO Patricia Chen must navigate the tension between traditional, reliability-focused operations and agile innovation pods, while facing a critical contract renewal worth 187 million that represents 22 of the company's revenue. The case illustrates the complexities of dual operating models in regulated industries. MedTech's traditional divisions generate 120M in EBITDA and are FDA-compliant but are declining at 8 annually. Innovation pods achieve 120 growth and high customer satisfaction but face higher post-market issues and lower FDA approval rates. Hybrid teams intended as a compromise satisfy neither approach, demonstrating the difficulties of organizational ambidexterity. Chen faces three strategic options: controlled evolution over 24 months, creating a separate subsidiary for innovation, or transforming into a platform company. Each option carries significant costs, risks, and uncertain outcomes. The case explores critical organizational design questions, including culture change, stakeholder management, resource allocation, regulatory navigation, and leadership alignment in transformation contexts. Key themes include managing organizational culture during transformation, balancing innovation with quality in regulated environments, addressing internal resistance and political dynamics, developing effective dual operating systems, and making high-stakes strategic decisions under uncertainty. The case is designed for classroom discussion on organizational change, innovation management, and strategic decision-making in complex operating environments.

Reference IMD-2726

Organization MedTech Diagnostics (Fictionalized)

Available Languages English

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