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'The Invisible Organization...has been on my book shelf for about 12 months, and I've read it three or four times. My heavy pencil annotations in the margins are testament to the usefulness of the book...I would rate this book four stars...' Graham Durant-Law, Knowledge Matters

"'If only we had this book when HR set out on our journey to gain professional recognition and make a strategic contribution. It's a little way out, it takes chances, it makes us vulnerable and it finally helps HR stand up and be counted. An exciting and refreshing rethink on HR's contribution to organisational change.' - Graham White, Director of HR, Westminster City Council 'I like this book, it is both appropriately theoretical and easy to understand, offering tangible approaches that can relatively easily be adopted. I have long believed in the power of informal networks. Whilst senior managers are crucial to the success of change programmes, their commitment alone will not secure a desired result...we take action when we see those close to us who are trusted lead the way. In The Invisible Organization Neil Farmer shows deep understanding of how organizations REALLY work.' - Liane Hornsey, European HR Director, Google 'The Invisible Organization...has been on my book shelf for about 12 months, and I've read it three or four times. My heavy pencil annotations in the margins are testament to the usefulness of the book...I would rate this book four stars...' Graham Durant-Law, Knowledge Matters 'Many companies are attempting to change the way they operate; however many initiatives are doomed to fail before the first presentation is given. Grand ideas will remain simply ideas without the mobilisation and activation of the workforce. This book highlights the hidden resources which every company has and how to engage them - but more than that, it draws attention to the real influencers and the role they play.' - Dr Colin Herron, Manager: Manufacturing and Productivity, One NorthEast 'The Invisible Organization is based on the considerable experience, processes and techniques used by Neil and his colleagues in developing successful change in organizations. The content and approach is of interest to consultants, business managers and leaders at all levels and particularly those involved in Organizational Development, Change and Human Resources.' - Alan Cattell, Industrial and Commercial Training 'This is an attractive book, clearly written in a lively style, with lots of illustrations, examples and even some sound advice. It is definitely a 'how to' book, striking a good balance of bullet points and in-depth information, yet avoiding the 'idiot's guide' presentation...I applaud the author for his efforts to make the world of informal networking visible for the purposes of organising.' - Mike Pedler, Henley Business School 'I totally agree with the concept of Organizational Network Analysis described in this book. At MWH we have been using ONAs around the organization for some time and find them very relevant to forming a well functioning organization. It provides a real insight into how to leverage change in an organisation because it is so much easier to spot the real change agents. In addition to using them in house we have also used them with some of our clients to determine how to accelerate change and to identify critical knowledge within their organization.' - Ken Farrer, Vice Chairman, MWH UK 'Coping with continuous change is one of the biggest challenges facing management in today's world. Neil Farmer's book gives some interesting new insights into how this can be achieved.' - Sir George Cox 'The Invisible Organization highlights the paradigms shift taking place in companies globally. This book does an excellent job of outlining the change in communications patterns of our employees and the power informal networks have on productivity and innovation.' - Dona E. Roche-Tarry , Managing Partner, Board Services, CTPartners (UK) Ltd 'Making real change happen in the workplace is not achieved by senior management deciding everything and then telling everyone else what will happen. Real change comes from working as a team throughout the whole structure, valuing the opinions of everyone and using staff at all levels to influence each other and make change happen. Embrace the ingenuity of your whole workforce instead of relying on a small group who are regularly too far away from the reality of what really happens anyway!' - Mark Linley, Manufacturing Director, Hallmark Cards PLC 'Much has been said about leaders who lead the business forward and managers who push it from behind. In the real business world, however, most of the natural leaders are hidden within the ranks. By engaging influencers working through informal networks, you release a whole new generation of naturally effective leaders from top to bottom in your organization. ""The Invisible Organization"" shows how to deliver exceptional value for both the organization and the influencers themselves.' - David White, Managing Director, Tanley Ltd (leading advisers on outsourcing) 'I really enjoyed Neil Farmer's new book. It is engaging and insightful, managing that difficult balance between a sound theoretica"

Author Information

Neil Farmer started his consultancy career in 1981 when he joined the ground-breaking IT research and consultancy firm Butler Cox. From 1988 to 1996, he founded and headed one of the UK's top change research groups - the Farringdon Forum Club. During this period, he carried out extensive research into business change, becoming increasingly focused on a single profound question - why does so much business change fail? He is author of 'Total Business Design' published by John Wiley & Sons in 1996. Neil is a leading, innovative business change consultant, he is the consultant you rely on when business change becomes challenging. His clients include large Business Process Outsourcing suppliers (Siemens Business Services, BT and Xchanging) as well as household names such as Nationwide Building Society, National Savings, Liverpool City Council, Lloyds of London and Friends Provident. In late 2009 Informal Networks Limited (which Neil co-founded) joined Professor Karen Stephenson www.netform.com to offer a joint service in harnessing the power of informal networks.

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