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One of the world's foremost experts on business leadership distills 25 years of experience and wisdom in this visionary guide to what it will take to lead the organization of the 21st century. "Every business leader can profit from Kotters thinking on change."--Larry Bossidy, Chairman and CEO, AlliedSignal, Inc. Available August 1996.

Customer Reviews:

• Change and Change Again!
  John Kotter has been around for ever it seems and his work is still valuable to the field of leadership and change. The style is highly readable and held my interest as I slogged my way through three texts for a doctoral class in leadership. The topics are valuable and provide current insight into both successful efforts and organizational failures. I liked the work and plan to buy other works of his as a result....more info
• Touchdown, Homerun, Ace, this book scores
  This easy quick read is direct hit after direct it of the right information required to facilitate change. Reader beware if your organization has problems adjusting to change this book will highlight your challenges. Take the medicine and share the book with any one you can get to read it. Great for change agents at all levels and key to successful mergers or acquistions in ths dynamically changing business environment. This book exceeded my expectations from initial reviews....more info
• Successful manufacturing change begins with this book.
  A great book! Leading Change gives a wonderfully accurate and detailed description of the leadership prerequisites required to accomplish manufacturing change. Leading Change supports and augments the implementation of the advanced manufacturing techniques which are explained and developed in our book, Implementing World Class Manufacturing. Leading Change is a must read!...more info
• A Modern Leadership and Change Process
  One of the hardest things to find is a book that links leadership to change in a practical, step-by-step, balanced way. Most books on the subject focus primarily on one or the other.
  
  Based on his experience with major corporations as a Harvard Business School professor, Kotter's eight-stage process is clear, logical, and consistent with modern change management theory.
  
  I use this book and a related article in a seminar on change management to provide the students with one way to initiate and manage change that is particularly effective in large organizations. I say that because this book assumes that entrenched managers will not budge unless there is a sense of urgency or the leader creates one.
  
  There are other, more charismatic and visionary, ways to initiate change that work exceptionally well in cases where the leader and the culture are more collaborative, but Kotter's approach is one of the best for initiating change when something has to give in order for it to happen.
  
  If you find yourself in a situation where vested interests simply refuse to cooperate, Leading Change is the book for you.
  
  Robert E. Levasseur, Ph.D., author of "Leadership and Change in the 21st Century"
  ...more info
• Eight Clear Workable Steps to Reinvent your Corporate Culture
  John Kotter, a Harvard Business School professor, has been dubbed the "world's foremost expert on business leadership." This book has far from a professorial 'ivory tower' tone however. Prof. Kotter relied on his hands-on experience with over 100 organizations that were trying to reinvent themselves. The result is an amazing series of eight sequential steps that lead to the landing of an effective change. These steps are so clear, so defined and so well thought out that one easily recognizes their wisdom and usefulness in business, or even in politics.
  
  The firs four steps enable the breaking through of the status quo. They are: establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, and communicating the change vision.
  
  The fifth through the seventh step introduce new practices. They are: empowering employess, generating short-term wins and consolidating gains to produce more change.
  
  The last step, a step that most companies try to take first, is the institutionalizing of the new approaches in the corporate culture.
  
  Kotter also shares the pitfalls of not taking each step, the qualities of successful companies and the mental habits leaders possess (or should acquire). Inspiring.
  
  Five stars...more info
• A TOP GUN BOOK
  If you match Peter M. Senge Fifth Dicipline together with this book, you have a very good idea how to upgraded management.

  Keep reading !

  Robert...more info

• Packed with Knowledge!
  The picture on the cover of John P. Kotter's book tells it all: a group of penguins are shuffling their feet nervously on an icy precipice, while one brave bird leaps for the water below. The question is, which penguin are you? In too many organizations, executives shy away from the precipice, while someone lower down in the pecking order jumps in to test the landing conditions. Kotter says managers and leaders are quite different. A manager, he explains, is trained to think in a linear, one-two-three, risk-limiting way. Transformational change, however, can only be attained when true leaders push forward on several fronts at once - eight of them to be exact. Every successful change initiative begins with a coalition of leaders who create a sense of urgency. Kotter's book stems from a 1995 Harvard Business Review article titled, "Leading Change: Why Transformation Efforts Fail." It will probably sound hauntingly familiar to managers who have watched change initiatives begin in the front courtyard with a marching band and end a few months later, ushered out the back door like a diner who can't pay the tab. If you want to know why your last change initiative fizzled, we say read this book. Better yet, study it to ensure that your next leap of faith is a flying success....more info
• Very good book
  I loved reading this book, it is very easy to read and interesting. I cannot remeber the delivery or price, but I can tell you that the product of the book is great! I don't plan on getting rid of it because it is a good book and even some coworkers have asked to borrow it. ...more info
• Change is good!
  There is a "critical need" for leadership, especially in an ever changing world (144). Kotter discusses the many aspects of "change." Change starts with vision, so he shares the six "key characteristics" of effective vision and the "key elements" of communicating vision. Understanding that change occurs with a good leader, Kotter establishes the characteristics of a true leader and emphasizes how effective leadership helps the realization of vision. In communicating a vision, the leader must keep in mind how the vision will affect constituents since "everyone needs to be served well" (74). There are positive and negative aspects of this book. A negative aspect is that the book is written from a secular perspective. The focus is on satisfying constituents rather than glorifying God. However, there are many positives to Kotter's book. For example, Kotter discusses ways in which people can become better employees. He shares the importance of "attitudinal change"(108), and also mentions that a certain amount of pressure is good for people (127). Kotter's suggestions are designed with the organization in mind, but some of his methods would be beneficial for personal change. For instance, a way to "anchor change" in a culture is to provide "a lot of talk" (157). When a church acquires a new convert, "verbal instruction and support" are necessary ingredients for personal spiritual growth. In fact this is the key ingredient for discipleship and mentorship. Another way to "anchor change" is to realize that shifting the norms and values of people and organizations does not grow into fruition until the end of the "transformation process" (157). New converts must be taught that they will continue to make mistakes, but they must persevere because all believers are in the process of sanctification and their final transformation will not be realized until they have gone to Heaven. Knowing that the Lord can come back at any time (1 Thessalonians 5:2), should spark a sense of "urgency" in telling others about Jesus Christ , which is a way of leading change in the life of the individual (162). ...more info
• The leading change process model
  Organisations need change. We all know that. But how can an organisation adopt great ideas, tools, and methods, absorbing them in a way to stimulate change and get superior results?
  
  Harvard-professor John P. Kotter has been observing this process for almost 30 years. What intrigues him is why some leaders are able to take these tools and methods and get their organizations to change dramatically - while most do not.
  
  How many times have we not seen somebody get very excited about some new tool (CRM, e-business, etc.)? Yet two years later there is no performance improvement at all. Often because most of the organisation has rejected the change needed to make it happen.
  
  When people need to make big changes significantly and effectively, Kotter finds that there are generally eight basic things that must happen:
  
  1. INSTILL A SENSE OF URGENCY. Identifying existing or potential crises or opportunities. Confronting reality, in the words of Execution-authors, Charan and Bossidy.
  
  2. PICK A GOOD TEAM. Assembling a strong guiding coalition with enough power to lead the change effort. And make them work as a team, not a committee!
  
  3. CREATE A VISION AND SUPPORTING STRATEGIES. We need a clear sense of purpose and direction. In less successful situations you generally find plans and budgets, but no vision and strategy; or the strategies are so superficial that they have no credibility.
  
  4. COMMUNICATE. As many people as possible need to hear the mandate for change loud and clear, with messages sent out consistently and often. Forget the boring memos that nobody reads! Try using videos, speeches, kick-off meetings, workshops in small units, etc. Also important is the teaching of new behaviours by the example of the guiding coalition
  
  5. REMOVE OBSTACLES. Get rid of anything blocking change, like bosses stuck in the old ways or lack of information systems. Encourage risk-taking and non-traditional ideas, activities, and actions. Empowerment is moving obstacles out of peoples' way so they can make something happen, once they've got the vision clear in their heads.
  
  6. CHANGE FAST. Little quick wins are essential for creating momentum and providing sufficient credibility to pat the hard-working people on the back and to diffuse the cynics. Remember to recognize and reward employees involved in the improvements.
  
  7. KEEP ON CHANGING. After change organizations get rolling and have some wins, they don't stop there. They go back and make wave after wave of other actions necessary for long-term, significant change. Successful change leaders don't drop the sense of urgency. On top of that, they are very systematic about figuring out all of the pieces they need to have in place before they declare victory.
  
  8. MAKE CHANGE STICK. The last big step is nailing big change to the floor and making sure it sticks. And the way things stick is through culture. If you can create a totally new culture around some new way of managing, it will stay. It won't live on if it is dependent on one boss or a couple of enthusiastic people who will eventually move on.
  
  We can divide these eight steps in three main processes. The first four steps focus on de-freezing the organization. The next three steps make change happen. The last step re-freezes the organization on the next rung on the ladder.
  
  I've personally used Kotter's change process in several e-business projects. It has helped me a lot. I highly recommend that you buy this easy-to-read and affordable book. Alternatively, read his Harvard Business Review article from Mar/Apr 1995 on the same subject.
  
  Peter Leerskov,
  MSc in International Business (Marketing & Management) and Graduate Diploma in E-business...more info
• Solid Principles for Growth
  I was a little concerned when I started reading this title, wondering if it would apply to churches as well as corporations. I was not disappointed. Kotter's ideas here are valid for any organization that is in the change process. The author's eight steps are nuggets of truth that will help pastors as well as CEOs. I recommend this book highly for pastors of growing, changing congregations....more info
• Change made clear
  As usual, John Kotter brings the theory of management and leadership, in this case the concept of change, from the research laboratory and the classroom right to the rock face of actuality. His 8-step process is now famous and it is famous for its effectivity.
  Kotter's writing style invites the reader into the subject and, with plenty of tables, lists and action steps, makes the process of change into an appealing challenge.
  Since change in an organization is not limited to those huge mind-bending events that take place every ten years or so, all of us can benefit in our everyday lives from Kotter's advice and guidance.
  Part III, The Implications for the Twenty-First Century, is so good that it is almost worth the price of the book on its own....more info
• Good Starter
  This is a good guide to what makes a change effort successful and unsuccessful. Read this before embarking on a major change that involves a group, business or otherwise....more info
• A "Must"
  John's "Leading Change" is a classic. I recommend it to all of my clients. It's easy-to-read and easy to apply.

  Dr. Michael Beitler
  Author of "Strategic Organizational Change"...more info

• Change and the leadership skills needed to promote it.
  In the wake of numerous books and articles on the ability of businesses to remain competitive in a more globalized economy and increasingly fast-paced society, corporations will need to continually improve upon the services and products they provide. John Kotter contends that in a slower moving environments, managerial skills are more useful; however, in today's more accelerated business world leadership skills are required to implement and sustain needed change.

  He differentiates managers from leaders where the former is more concerned with the smooth running of current conditions. The leader is more concerned with promoting meaningful change: developing a vision, making the vision transparent to others then implementing a plan that will make the vision reality.

  According to Kotter, leaders typically make mistakes throughout this process. In the first chapter, Kotter briefly identifies eight key errors that prevent organizational transformation. He then addresses each in subsequent chapters.

  Leading Change coincides with research that deeply rooted organizational change cannot come from one person. Change may start with one person, but it is more likely to become embraced and embedded with when a strong, broad-based coalition is guiding the organizational change.

  The author proposes a fairly prescriptive format for leading an organization; however, there is latitude to make adjustments for your particular setting. I recommend Leading Change to those who have a vision, who are passionate about their ideas and are willing to work with others in making the vision reality. Before you read the book ask yourself whether you would rather manage a group or lead a team....more info

• Insight into the world of change
  One of the best books on strategic change resistance and gaining sponsorship you will ever read. I have used and continue to use the eight step framework for all my change programmes.
  
  Well written, easy to read and practical. ...more info
• Alignment or manipulation?
  A must-read for managers of all levels. Can also be helpful for project managers in any organization - perhaps even professors. The only thing I don't like about Kotter's ideas is the premise of raising the sense of urgency. This appeared to encourage management to lie to employees about circumstances to scare them into compliance and submission. Is that alignment or manipulation?...more info
• Lists ways to effectively manage change in your company.
  Success rarely comes without change. And change requires leadership. We all want success but not all of us are taught to succeed. If we manage day-to-day business operations of our company, it will run smoothly without making any noise and growth. To get your company to run and win the race of competition, you have to jolt it, change it, and know how to manage that change to successfuly leverage that change to your advantage.

  Kotter argues that, to effectively manage changes in your organiztion, you must:

  1. Be scared enough to muster the courage to manage the change and not let your complacency mar your mustered courage. Rabbit.

  2. Know how to make a network and use it. Weave, woo, and win. Spider.

  3. Know how to envision your company's strategical future. Chess Player.

  4. Let the people in your organization know how important the change is, so they become willing to make little sacrifices. Communicator.

  5. Give the common person in your company the power to speak and suggest changes. A Just Ruler.

  6. Make people go along by giving them short doses of victorious pleasure. Kindergarten Teacher.

  7. Not give them too much pleasure or they will become arrogant and lazy. Highschool teacher.

  8. Make it a chain reaction. Produce gains from change and use those gains to feed more change. Change-O-Maniac.

  9. Make change your culture. Mutiple Personality Disorder & Co.

  All of this will become easy to accomplish after you'll read this book. Not bad....more info

• Fantastic outline for change initiatives
  I'm a bit of a junkie for HBR books, but I have read a few stinkers before - this is not one of them.
  
  Kotter does an excellent job of breaking down change management efforts into 8 stages. He then goes through each stage, highlights why it is important and the pitfalls that can occur. He then backs everything up with solid examples.
  
  After reading the book and understand what is involved in large change management or culture change initiatives - one can understand why most of them fail.
  
  An easy to read review on a great topic relevant to many businesses today....more info
• REQUIRED reading for anyone involved in change management!
  Within my organization, we have recently implemented several change programs focused in improving quality and customer service. Most of what Kotter discusses we all know implicitly (the "things we don't know we know"). The value of this book is taking the implicit, organizing it and making it explicit (the "things we know we know").

  For change leaders, the value is twofold; first, it is an excellent primer for members of the "guiding coalition." Second, it is an excellent executive briefing tool, surfacing many of the challenges that will be faced during the course of an organizational change....more info