Leading Change

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Harvard Business School Press, Jan 1, 1996 - Business & Economics - 187 pages
155 Reviews
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. A Business Week Bestseller. "A truly accessible, clear, and visionary guide."--Publishers Weekly A solid, substantive work that goes beyond the clichis and the consultant-of-the-month's express down yet another dead-end street.... Highly recommended. --Library Journal "Leading Change is simply the best single work I have seen on strategy implementation."--William C. Finnie, Editor-in-Chief, Strategy & Leadership

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I found the book easy to read and easy to understand. - Goodreads
good process, tired writing - Goodreads
There are a few I have gained some great insights from. - Goodreads
Educational nonetheless. - Goodreads
All of the advice is actionable. - Goodreads
Easy to read, well written and clear - Goodreads

Review: Leading Change

User Review  - Brush Valley Brewer - Goodreads

Long on why. Short on what. Lacking on how. Educational nonetheless. Read full review

Review: Leading Change

User Review  - Greg - Goodreads

While the book seems dated in the sense of the case studies, the strategies presented for leading change in an organization definitely still hold water. I would recommend this book to anyone looking ... Read full review

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About the author (1996)

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

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