Leading Change

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Harvard Business School Press, Jan 1, 1996 - Business & Economics - 187 pages
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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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Leading change

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After trying an endless array of quick fixes and other panaceas, executives struggling to stay in business in a rapidly changing world are finding it necessary to consider more fundamental reasons for ... Read full review

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Harvard Business Press, Sep 1, 1996 - 208 pages

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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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