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Leading Change, With a New Preface by the Author Hardcover – November 6, 2012
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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, recessionwe’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 inspiredand armed with the tools you need to inspire others.
Published by Harvard Business Review Press.
- Print length208 pages
- LanguageEnglish
- PublisherHarvard Business Review Press
- Publication dateNovember 6, 2012
- Dimensions7 x 0.5 x 10 inches
- ISBN-109781422186435
- ISBN-13978-1422186435
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Whenever smart and well-intentioned people avoid confronting obstacles, they disempower employees and undermine change.Highlighted by 4,348 Kindle readers
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Transformation requires sacrifice, dedication, and creativity, none of which usually comes with coercion.Highlighted by 3,499 Kindle readers
From the Publisher
Editorial Reviews
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.
Product details
- ASIN : 1422186431
- Publisher : Harvard Business Review Press; 1R edition (November 6, 2012)
- Language : English
- Hardcover : 208 pages
- ISBN-10 : 9781422186435
- ISBN-13 : 978-1422186435
- Item Weight : 3.53 ounces
- Dimensions : 7 x 0.5 x 10 inches
- Best Sellers Rank: #6,291 in Books (See Top 100 in Books)
- #62 in Business Processes & Infrastructure
- #103 in Business Management (Books)
- #156 in Leadership & Motivation
- Customer Reviews:
About the author

Regarded by many as the authority on leadership and change, John P. Kotter is a New York Times best-selling author, award winning business and management thought leader, business entrepreneur, inspirational speaker and Harvard Professor. His ideas, books, speeches, and company, Kotter International, have helped mobilize people around the world to better lead organizations, and their own lives, in an era of increasingly rapid change.
Dr. Kotter’s MIT and Harvard education laid the foundation for his life-long passion for educating, motivating, and helping people. He became a member of the Harvard Business School faculty in 1972. By 1980, at the age of 33, Kotter was given tenure and a full Professorship – at the time, the youngest person ever to have received that award at the Business School. Over the past 40 years, his articles in The Harvard Business Review have been some of the most popular reprints for the publication. His HBR article "Accelerate!" won the 2012 McKinsey Award for the world's most practical and groundbreaking thinking in the business/management arena.
Kotter has authored 20 books to date - twelve of them bestsellers. His books have reached millions and have been printed in over 150 foreign language editions. Arguably his most popular book, Our Iceberg Is Melting, was released in 2006. This New York Times bestseller helped launch to a large audience the 8-step process for leading change. In 2014, Kotter published his book Accelerate, an evolution of his previous research on leading change. Accelerate highlights the iterative nature of the 8-step process, the importance of aligning people around a Big Opportunity, and how to create an organization that is both efficient and reliable, and fast and agile enough to respond to today’s challenges. Dr. Kotter is the Founder, Chairman and Head of Research at Kotter International, a consulting firm focused on helping organizations apply the concepts in his books in a practical and accessible way – helping them achieve unimaginable results, faster than they believe possible. Other widely read books include A Sense of Urgency, The Heart of Change and Leading Change, which Time magazine selected in 2011 as one of the 25 most influential business management books ever written.
Kotter's 21st book, Change: How Organizations Achieve Hard-to-Imagine Results Despite Uncertain and Volatile Times brings together more than 40 years of research and more than a decade of Kotter International’s practical application of this research with organizations around the globe. Change sheds new light on how to build organizations – from businesses to governments – that are able to change and adapt rapidly.
Kotter’s research and pursuits in education, business and writing have earned the respect of his peers, helped transform organizations around the world, touched countless lives, and still inspires others to adopt his methods and spread the word. He continues to work tirelessly to achieve the goal of “millions leading, billions benefiting.”
Professor Kotter is a proud father of two and resides in Sarasota, FL with his wife, Nancy Dearman.
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In "Leading Change," John Kotter reveals his Eight-Stage Process of Creating Major Change:
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
In Kotter's experience, neglecting any one stage undermines and imperils the entire change effort.
So it is clear that change is coming. It always does. Particular change can be envisioned in an instant but implementation can take some time. This is especially true in large, complex organizations like government bureaucracies, with highly interdependent structures and systems. Serving the public is a process and jobs are maintained to provide the service. Nearly every process in one system is connected to many other systems, and one change will, of necessity, affect changes to hundreds or thousands of processes. To say that change requires hard work and sacrifice in this environment is an understatement.
Change in a government bureaucracy requires a seismic shift in thinking by those who have been working at the same agency for decades, especially those who really believe they have made a difference for the public good. "We have always done it this way so why change now?" Their contributions provide valuable lessons but time marches on. Not only are policies and procedures not cast in stone, but future generations deserve the right to have them evolve. Whether they evolve for the better -or not--is the responsibility of the change agent... basically, you and I.
By definition, government services "serve" the public. The way government serves the public today could not have been envisaged at its founding. America has had some time to think about and see some good ideas become reality. We have codified them, managed them, regulated them, raised revenue from them, underwritten, audited, overseen the audit, re-codified, re-managed, re-regulated, created increasingly complex financing mechanisms, then audited everything again.... It is only natural that before long, the original idea... the "mission" and "vision" becomes lost in the risk averting, litigious-avoiding (though interconnected) world of bureaucratic government. How do you empower interdependent agencies with different functional missions to work seamlessly together? What can a workforce do when it is saddled with legally mandated interconnected systems that do not fulfill the mission or vision of the agency but are relics of an earlier era, or simply symptoms of jurisdictional overreach?
For change to really happen and take hold in a governmental bureaucracy, with organizational structures and personnel performing different functions and serving different (sometimes opposing) constituencies, and systems of supports and services serving a large and growing base of populations, the change must produce benefits and personal satisfactions that are superior to the way things are today.
Today it will take more than the desire to "do more with less," or even to "do more, better." Indeed, the organizational culture itself must be changed. Purging unnecessary interconnections can ultimately make a transformation not only possible, but easier. It may not be necessary to consolidate agencies when it would be more efficient to coordinate them instead. Streamline procedures and approval processes by putting systems in place that satisfy regulatory requirements and align with the agency's mission. Government and unions can be powerful allies to responsibly empower a highly trained public workforce. The wins must be real, and they must come soon. Paraphrasing Kotter, "Truly adaptive governmental bodies with adaptive cultures are awesome competitive machines."
At a visceral level, you have to appreciate change, respect it, embrace it... lead it. "Leading Change" reminds us that change starts with you and me.
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!
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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.
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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.
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.










