In "Leading Change", John Kotter examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm's agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. This highly personal book reveals what John Kotter has seen, heard, experienced, and concluded in 25 years of working with companies to create lasting transformation.
- Hardback | 208 pages
- 163 x 242 x 21.34mm | 477g
- 01 Sep 1996
- Harvard Business Review Press
- Boston, MA, United States
- Zahlr. Abb. u. Übers.
Back cover copy
What will it take to bring your organization successfully into the twenty-first century? The world's foremost expert on business leadership distills twenty-five years of experience and wisdom based on lessons he has learned from scores of organizations and businesses to write this visionary guide. The result is a very personal book that is at once inspiring, clear-headed, and filled with important implications for the future. The pressures on organizations to change will only increase over the next decades. Yet the methods managers have used in the attempt to transform their companies into stronger competitors - total quality management, reengineering, right sizing, restructuring, cultural change, and turnarounds - routinely fall short, says Kotter, because they fail to alter behavior. Emphasizing again and again the critical need for leadership to make change happen, Leading Change provides the vicarious experience and positive role models for leaders to emulate. The book identifies an eight-step process that every company must go through to achieve its goal, and shows where and how people - good people - often derail.
Table of contents
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 Communicating 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 the Lifelong Learning
Named one of "The 25 Most Influential Business Management Books" by TIME Magazine (TIME.com)
About John P. Kotter
John P. Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus at Harvard Business School and is a frequent speaker at top management meetings around the world