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Leading Change, With a New Preface by the Author, by John P. Kotter
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The international bestseller—now with a new preface by author John Kotter.
Millions worldwide have read and embraced John Kotter’s ideas on change management and leadership.
From the ill-fated dot-com bubble to unprecedented M&A activity to scandal, greed, and ultimately, recession—we’ve learned that widespread and difficult change is no longer the exception. It’s the rule. Now with a new preface, this refreshed edition of the global bestseller Leading Change is more relevant than ever.
John Kotter’s now-legendary eight-step process for managing change with positive results has become the foundation for leaders and organizations across the globe. By outlining the process every organization must go through to achieve its goals, and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work. Leading Change is widely recognized as his seminal work and is an important precursor to his newer ideas on acceleration published in Harvard Business Review.
Needed more today than at any time in the past, this bestselling business book serves as both visionary guide and practical toolkit on how to approach the difficult yet crucial work of leading change in any type of organization. Reading this highly personal book is like spending a day with the world’s foremost expert on business leadership. You’re sure to walk away inspired—and armed with the tools you need to inspire others.
Published by Harvard Business Review Press.
- Sales Rank: #16066 in eBooks
- Published on: 2012-10-23
- Released on: 2012-10-23
- Format: Kindle eBook
From Publishers Weekly
Harvard Business School professor Kotter (A Force for Change) breaks from the mold of M.B.A. jargon-filled texts to produce a truly accessible, clear and visionary guide to the business world's buzzword for the late '90s?change. In this excellent business manual, Kotter emphasizes a comprehensive eight-step framework that can be followed by executives at all levels. Kotter advises those who would implement change to foster a sense of urgency within the organization. "A higher rate of urgency does not imply everpresent panic, anxiety, or fear. It means a state in which complacency is virtually absent." Twenty-first century business change must overcome overmanaged and underled cultures. "Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders." Kotter also identifies pitfalls to be avoided, like "big egos and snakes" or personalities that can undermine a successful change effort. Kotter convincingly argues for the promotion and recognition of teams rather than individuals. He aptly concludes with an emphasis on lifelong learning. "In an ever changing world, you never learn it all, even if you keep growing into your '90s." Leading Change is a useful tool for everyone from business students preparing to enter the work force to middle and senior executives faced with the widespread transformation in the corporate world. 60,000 first printing; $100,000 ad/promo; dual main selection of the Newbridge Book Club Executive Program; 20-city radio satellite tour.
Copyright 1996 Reed Business Information, Inc.
From Library Journal
After trying an endless array of quick fixes and other panaceas, executives struggling to stay in business in a rapidly changing world are finding it necessary to consider more fundamental reasons for their lack of success. Kotter (The New Rules: A Force for Change, Free Pr., 1995) now offers a practical approach to an organized means of leading, not managing, change. He presents an eight-stage process of change with highly useful examples that show how to go about implementing it. Based on experience with numerous companies, his sound advice gets directly at reasons that organizations fail to change, reasons that concern primarily the leader. This is a solid, substantive work that goes beyond the cliches and the consultant-of-the-month's express down yet another dead-end street. With its clear demonstration of the hard work necessary to lead change, this important work stands with Michael Hammer's latest, Beyond Reengineering (see review above). Highly recommended.?Dale F. Farris, Groves, Tex.
Copyright 1996 Reed Business Information, Inc.
From Booklist
Kotter's thesis is that strategies for change often fail in corporations because the changes do not alter behavior. He identifies the most common mistakes in effecting change, offering eight steps to overcoming obstacles. The eight-step process consists of establishing a sense of urgency by analyzing competition and identifying potential crises; putting together a powerful team to lead change; creating a vision; communicating the new vision, strategies, and expected behavior; removing obstacles to the change and encouraging risk taking; recognizing and rewarding short-term successes; identifying people who can implement change; and ensuring that the changes become part of the institutional culture for long-term transformation and growth. The author acknowledges that substantive change requires leadership, but not the elitist notion of leadership as a divine gift of birth granted to a few. Kotter makes a compelling case that winners will be those who outgrow their rivals. Mary Whaley
Most helpful customer reviews
240 of 262 people found the following review helpful.
"The Eight Steps to Transformation"
By Turgay BUGDACIGIL
"Over the past decade," John P. Kotter writes, "I have watched more than a hundred companies try to remake themselves into significantly better competitors. They have included large organizations (Ford) and small ones (Landmark Communications), companies based in United States (General Motors) and elsewhere (British Airways), corporations that were on their knees (Eastern Airlines), and companies that were earning good money (Bristol-Myers Squibb). Their efforts have gone under many banners: total quality management, reengineering, right-sizing, restructuring, cultural change, and turnaround. But in almost every case the basic goal has been the same: to make fundamental changes in how business is conducted in order to help cope with a new, more challenging market environment. A few of these corporate change efforts have been very successful. A few have been utter failures. Most fall somewhere in between, with a distinct tilt toward the lower end of the scale. The lessons that can be drawn are interesting and will probably be relevant to even more organizations in the increasingly competitive business environment of the coming decade."
In this context, John P. Kotter lists the most general lessons to be learned from both (I) the more successful cases and (II) the critical mistakes as follows:
I. Lessons from the more successful cases:
1. Establishing a sense of urgency
* Examining market and competitive realities
* Identifying and discursing crises, potential crises, or major opportunities
2. Forming a powerful guiding coalition
* Assembling a group with enough power to lead the change effort
* Encouraging the group to work together as a team
3. Creating a vision
* Creating a vision to help direct the change effort
* Developing strategies for achieving that vision
4. Communicating vision
* Using every vehicle possible to communicate the new vision and strategies
* Teaching new behaviors by the example of the guiding coalition
5. Empowering others to act on the vision
* Getting rid of obstancles to change
* Changing systems or structures that seriously undermine the vision
* Encouraging risk taking and nontraditional ideas, activities, and actions
6. Planning for and creating short-term wins
* Planning for visible performance improvements
* Creating those improvements
* Recognizing and rewarding employees involved in the improvements
7. Consolidating improvements and producing still more change
* Using increased credibility to change systems, structures, and policies that don't fit the vision
* Hiring, promoting, and developing employees who can implement the vision
* Reinvigorating the process with new projects, themes, and change agents
8.Institutionalizing new approaches
* Articulating the connections between the new behaviors and corporate success
* Developing the means to ensure leadership development and succession
II. Lessons from the critical mistakes:
1. Not establishing enough sense of urgency - A transformation program requires the aggressive cooperation of many individuals. Without motivation, people won't help and the effort goes nowhere.
2. Not creating a powerful guiding coalition - Companies that fail in this phase usually underestimate the difficulties of producing change and thus the importance of a powerful quiding coalition.
3. Lacking a vision - Without a sensible vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects that can take the organization in the wrong direction or nowhere at all.
4. Undercommunicating the vision - Transformation is impossible unless hundreds or thousands of people are willing to help, often to the point of making short-term sacrifices.
5. Not removing obstacles to the new vision - Sometimes the obstacle is the organizational structure: narrow job categories can seriously undermine efforts to increase productivity or make it very difficult even to think about customers. Sometimes compensation or performance-appraisal systems make people choose between the new vision and their own self-interest. Perhaps worst of all are bosses who refuse to change and who make demands that are inconsistent with the overall effort.
6. Not systematically planning and creating short-term wins - Creating short-term wins is different from hoping for short-term wins. The latter is passive, the former active. In a successful transformation, managers actively look for ways to obtain clear performance improvements, establish goals in the yearly planning system, achieve the objectives, and reward the people involved with recognition, promotions, and even money.
7. Declaring victory too soon - Instead of declaring victory, leaders of successful efforts use the credibility afforded by short-term wins to tackle even bigger problems.
8. Not anchoring changes in the corporation's culture - Change sticks when it becomes "the way we do things around here," when it seeps into the bloodstream of the corporate body. Until new behaviors are rooted in social norms and shared values, they are subject to degradation as soon as the pressure for change is removed.
Finally, John P. Kotter writes, "There are still more mistakes that people make, but these eight are the big ones. In reality, even successful change efforts are messy and full of surprises. But just as a relatively simple vision is needed to guide people through a major change, so a vision of the change process can reduce the error rate. And fewer errors can spell the difference between success and failure."
Highly recommended.
91 of 97 people found the following review helpful.
Good leadership advice, but narrow and out-dated
By Matthew Gunia
John Kotter is a business professor at Harvard University who writes "Leading Change" as a guide to business leaders, helping them to transform their stagnant, ineffective, hierarchical companies into more effective, responsive, team-oriented ones. To help companies and leaders make this transition, he presents eight sequential steps that must be followed in order and done well.
These eight steps are:
1. Establish a sense of urgency (fight complacency)
2. Create a guiding coalition (both influential leaders and effective managers)
3. Develop a widely inspiring vision and strategy for achieving it
4. Communicate the vision, communicate the vision, and communicate the vision even more.
5. Give the employees authority to creatively experiment concerning how to best make the vision a reality
6. Make sure you point out things to celebrate as you make progress toward your goals; it rewards appropriate behavior and, besides, people need to celebrate once in a while.
7. Understand Bowen Family Systems Theory--that when you change one thing, everything else changes with it. Systemic change is difficult work that produces a whole lot of anxiety and unintended consequences.
8. Make sure that, once the changes are made, they become engrained in the new culture of he company; make them "the way we do things around here."
Kotter does get credit for being comprehensive and for being among the first to write a leadership book of this sort (copyright 1996). He appears correct in all of his arguments and this reader has difficulty finding flaws in his eight steps. He appropriately balances task-orientation and relationship-orientation and distinguishes between leading and managing. Furthermore, he is the only author I've come across that understands how Family Systems Theory plays out in an organization undergoing change.
However, the book is outdated. Newer authors like Jim Collins, John Maxwell, and Kouzes & Posner have refined Kotter's ideas and presented them in a more readable, more applicable, and more modern way (again, 1996 copyright).
Kotter limits his ideas and examples to the large, highly structured business world; other authors deliberately address leadership within smaller businesses, schools, non-profits, and other environments. Kotter writes before the internet was widely used; other books keep rapid communication advancements in mind. The obligatory quotes from people I've never heard of who praise the book say over and over again how highly readable Kotter's prose is; I found the prose dry and could cite many examples from this genre which are much more readable.
The ideas Kotter presents are not bad; in fact they're quite good and have blazed the trail for other leadership books. However, "Leading Change" could certainly use an updated edition. Other authors have taken many of Kotter's ideas, refined them, re-worked them, and present them in a manner much more helpful to a wider audience.
I neither recommend this book nor do I contest it. You would do well to read "Leading Change," but you would do better to read some of the authors listed above.
47 of 48 people found the following review helpful.
Will you lead change?
By Dane Harison
I highly recommend this book for its easy-to-read-and-grasp approach to managing change. The book outlines an eight-stage change process that is intuitive and methodical. Kotter shows a change agent what to look for, what to emphasize, and how to orchestrate and maneuver through any organizational change. I appreciate the book's instructional tone without all the business jargon. As a leadership book, I consider it one of my two must reads (the other is Leadership 2.0).
Here's what's inside "Leading Change":
Part I: The Change Problem and Its Solution
1. Transforming Organizations: Why Firms Fail
2. Successful Change and the Force That Drives It
Part II: The Eight-Stage Process
3. Establishing a Sense of Urgency
4. Creating the Guiding Coalition
5. Developing a Vision and Strategy
6. Communication the Change Vision
7. Empowering Employees for Broad-Based Action
8. Generating Short-Term Wins
9. Consolidating Gains and Producing More Change
10. Anchoring New Approaches in the Culture
Part III: Implications For the Twenty-First Century
11. The Organization of the Future
12. Leadership and Lifelong Learning
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