Leading Change, With a New Preface by the Author

This book has become something of a classic among management books. Kotter starts by listing eight reasons why major organisational change initiatives fail. He then goes on to give his eight point plan for leading change. The process he recommends is: Establish a Sense of Urgency Create a Guiding Coalition Develop a Vision and Strategy Communicate the Change Vision Empower Employees for broad-based Action Generate Short-Term Wins Consolidate Gains and Produce more Change Anchor the New Approahces in the Corporate Culture He clearly explains the why and how for each point and stresses the importance of following this procedure in sequence and of not omitting any steps. Both leadership and management is needed in the process and he shows their different roles. The book is easy to read and the arguments are cogent. There are many examples and stories - though no proper case studies. Overall it is a highly valuable guide to the tough challenge of leading large-scale change.

Clear book, full of both positive and negative examples, with valid logic, easy understandable steps and reasons. Though some figures are just excessive as they are repeated in main text. But maybe it is because of these figures do not fit for reading on iPhone

Great book that will get you thinking about the communication of and the ownership of change and new working methods in any organisation as well as the importance of vision. Whilst it could have suffered from the 8 stages feeling a little too 'off the shelf' rather than responsive to real situations, actually the stages offer a sense of sustained focus that is often lacking in this kind of book. The stages feel surprisingly as useful for the linear as the abstract thinkers. Kotter's understanding of change leadership rather than management seems to stand head and shoulders above the other writers in this area. If I have a criticism (it is either a criticism or a suggestion for another book) it is that Kotter's plan for change management could do with asking how it might work in an organisation where the new vision is coming from the bottom up rather than the top down. On the whole, if you are facing change in your organisation and you haven't read this book then I would simply ask you why on earth not?

John Kotter's work is a classic volume on change leadership. The book is readable and the steps which he describes make sense to me. I have found the ideas helpful in my workplace and they have formed part of a leadership course which I recently attended. The hard-back binding which I purchased also makes the book durable and more of a pleasure to handle and read.

Well written with plenty of stories, anecdotes and analogies. Its as if John Kotter was present in every company I ever worked for and on every project I managed ! 'Do your people believe the status quo is unacceptable ?' 'Do they really feel a sense of urgency?' 'Do you have a compelling vision for the future and strategies for getting there?' Kotter explains why 'Snakes, big egos and reluctant players are the enemy of change and what you can do to win them over ...or get rid of them! Thanks for some great ideas John P. Kotter.

A clear easy read succinctly describing the frustrations we find in old organizations today. Offering a framework to describe the difficulties/problems/failures to oneself and others. And then an example based vision of things could be. An enlightening and encouraging read.

This is simply a great book and a very rewarding reading! Kotter gives us two key lessons: companies risk to be overmanaged and underled, while change needs to be led more than managed. The proposed 8 step change model is a very powerful tool to lead a company transformation.

People often underestimate how difficult it is to change organisations or cultures or practises and those efforts end up failing or not being as successful to be enduring. This book lays out not only the important steps needed in leading change but also the common pitfalls.

This book reads as a manual for change projects, while inspiring at the same time. I very much like the definition of leadership vs management. This helps me with a lot of observations on what goes well or wrong

Trata dos princípios do change management como ninguém! Inspiração para a verdadeira transformação dos negócios

Delivered on time as expected. For leaders navigating their way through change management

le livre de john Kotter présente une méthode de gestion du changement qui a fait legion pendant de nombreuses années. Il montre aussi pourquoi les projets de gestion du changement échouent et comment ces problèmes peuvent être évités. Le titre introduit dja - la notion de leadership - lead - et une question qui suivra sera quel leadership pour le contexte actuel sachant que ce livre a été ecrit il y a plus de vingt ans Il est aussi important de repositionner le contenu dans un contexte de mondialisation. Je trouve ce livre trés utile.

What happens when an organization needs to change (if it hopes to be successful in the future) but hasn't put much thought into what the process of change itself looks like? More than likely: failure. John Kotter outlines here a critical difference between change efforts that have been successful, compared to change efforts that have failed. Drawing on decades' worth of experience consulting with firms and coaching leaders, and attentive to ever-increasing globalization of markets and competition, Kotter offers an eight-stage change process. The eight stages are: 1. Establishing a sense of urgency 2. Creating the guiding coalition 3. Developing a vision and strategy 4. Communicating the change vision 5. Empowering broad-based action 6. Generating short-term wins 7. Consolidating gains and producing more change 8. Anchoring new approaches in the culture Successful change, Kotter argues, "is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organizations today don't have much leadership." Kotter articulates what effective leadership -- not management -- actually looks like. Kotter provides a helpful, clear, and concise chapter devoted to each of the eight stages. He articulates precisely what is needed at each critical moment in the transformation process. He provides numerous examples of what happens when any stage is ignored (basically, he suggests that to ignore any of the eight stages will likely lead to failure). Specific guidance and steps are offered at every point along the way. A useful summary of the whole process is provided on page 21. The final couple chapters provide a glimpse into the organizations and leaders of the future. "The rate of change in the business world is not going to slow down anytime soon. . . . The typical twentieth-century organization has not operated well in a rapidly changing environment. . . . If environmental continues to increase, as most people now predict, the standard organization of the twentieth century will likely become a dinosaur." The winning enterprise of the twenty-first century will have a persistent sense of urgency, teamwork at the top, people who can create and communicate vision, broad-based empowerment, delegated management for excellent short-term performance, no unnecessary interdependence, and an adaptive corporate culture. Leaders of the future are going to be people with high standards and a strong willingness to learn. Arguing that leadership traits can be learned, Kotter provides examples of people he has known over an extended period of time who once upon a time showed little promise, but who developed superlative leadership skills and have become highly effective, successful, influential leaders. Just as organizations need to continue to continue to change and grow, so too will organizations' future leaders. Overall, this is a highly readable, useful book. It is obviously useful for leaders in the corporate world. I would argue that it is also highly useful for leaders in ANY organization that is trying to thrive in the twenty-first century. I wish I had read it years ago!