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It is a long-standing question in management theory and one which numerous strategy, change and leadership books have tried to tackle — just why do some change ventures succeed while others struggle or fail? In Leading Strategic Change, authors Eric Flamholtz and Yvonne Randle have draw a number of disparate concerns on the matter into a cohesive bundle and successfully present their work in an approachable and fully applied way. They together have 30 years of consultancy experience with big companies including Starbucks, Neutrogena and IBM. By tackling the various issues from frameworks and tools through to leadership and management styles, they have effectively covered this wide topic from some refreshing angles