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Leading Change, With a New Preface by the Author by [Kotter, John P.]
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5.0 out of 5 stars"The Eight Steps to Transformation"
By Turgay BUGDACIGIL on October 22, 2000
Format: Hardcover
"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.Read more ›
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2.0 out of 5 starsGood leadership advice, but narrow and out-dated
By Matthew Gunia VINE VOICE on May 30, 2008
Format: Hardcover
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.Read more ›
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5.0 out of 5 starsWill you lead change?
By Dane Harison on November 20, 2012
Format: Hardcover
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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5.0 out of 5 starsMake Change Irresistibly Attractive
By Donald Mitchell HALL OF FAMEVINE VOICE on April 19, 2000
Format: Hardcover
The leaders of some organizations have no idea how to make successful changes, and are likely to waste a lot of resources on unsuccessful efforts. Professor Kotter has done a solid job of outlining the elements that must be addressed, so now your organization will at last know what they should be working on.
On the other hand, if you have not seen this done successfully before, you may need more detailed examples than this book provides or outside facilitators to help you until you have enough experience to go solo. I suspect this book will not be detailed enough by itself to get you where you want to go.
Here's a hint: The Harvard Business Review article by Professor Kotter covers the same material in a much shorter form. You can save time and money by checking this out first before buying the book.
I personally find that measurements are very helpful to create self-stimulation to change, and this book does not pay enough attention in that direction. If you agree that measurements are a useful way to stimulate change, be sure to read The Balanced Scorecard, as well, which will help you understand how to use appropriate measurements to make more successful changes.
If you want to know what changes to make, this book will also not do it for you. I suggest you read Peter Drucker's Management Challenges for the 21st Century and Peter Senge's Fifth Discipline.
Good luck!
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