Leading Change, With a New Preface by the Author Hardcover – November 6, 2012
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From the Publisher
About the Author
Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School and is cofounder of Kotter International, a leadership organization that helps Global 5000 company leaders accelerate the implementation of their most critical strategies and lead change in a complex, fast-moving business environment.
John Kotter has authored eighteen books, twelve of them bestsellers. His works have been printed in over 150 foreign language editions.
- Item Weight : 3.53 ounces
- Hardcover : 208 pages
- ISBN-10 : 9781422186435
- ISBN-13 : 978-1422186435
- Dimensions : 6.4 x 0.9 x 9.3 inches
- Publisher : Harvard Business Review Press; 1R edition (November 6, 2012)
- Language: : English
- ASIN : 1422186431
- Best Sellers Rank: #16,924 in Books (See Top 100 in Books)
- Customer Reviews:
Top reviews from the United States
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But this book lacks important arguments to effectively convince an experienced reader or to compare with better quality works like Doerr’s: 1) data or supporting statistics, 2) case studies, & 3) any evidence or references. I felt so much of the book has that “because I said so” tone. Without data the reader is left only with Kotter’s impressions. Without a case study the book is filled with corporate jargon and lacks specifics. Without references I felt Kotter never distinguishes what points of his are unique or different from others.
Read this book after reading better ones.
I like that Kotter's book lays out clearly an architecture for change. While the book was short, didn't have many examples or diverse applications (such as outside of the corporate environment), I appreciate its conciseness, which allows you to spend more time thinking about how the principles apply to your own situation. It can be skimmed easily and the charts and summaries at the end of each chapter cogently summarize the main points of each chapter. I highly recommend this book for all leaders that try to create change.
Top reviews from other countries
Despite the lack of validity, I do value Kotter's ideas. However, whilst I am certainly no match for a Harvard professor, I do not think leading change is as linear a process as Kotter's model suggests. Evidence from my own practice in social services suggests that the development and communication of a vision is of primary importance. This establishes a rationale for urgency by affording individuals opportunity to see what change can actually offer them which, in turn, can nurture their own leadership and team working skills. Urgency, without a purpose, can only be false and unsustainable. Contextual variables, therefore, must be accounted for, and I have found it more constructive to adapt Kotter's framework and consider it alongside other models and theories.