Leading Change. Why Transformation Efforts Fail by John P. Kotter. •. Included with this full-text Harvard Business Review article: The Idea in Brief—the core. 1. Leading Change by John P. Kotter. Book review by Pat Naughtin. Harvard- Professor John P. Kotter has been observing the process of change for 30 years. hirty years of research by leadership guru Dr. John Kotter have proven that 70% of all major change efforts in organizations fail. Why do they fail? Because.
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Editorial Reviews. From Publishers Weekly. Harvard Business School professor Kotter (A Force Leading Change - Kindle edition by John P. Kotter. Download. Leading Change: Why Transformation Efforts Fail by John P. Kotter. John P. Kotter is the Konosuke Matsushita Professor of. Leadership at the Harvard Business. Harvard Business School professor John Kotter, in his book Leading Change describes an eight-stage process for successfully creating.
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Your rating has been recorded. Write a review Rate this item: Preview this item Preview this item. Leading change Author: John P Kotter Publisher: English View all editions and formats Summary: It's the rule. The author's eight-step process for managing change with positive results has become the foundation for leaders and organizations across the globe.
By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, the author provides a practical resource for leaders and managers charged with making change initiatives work.
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Add a review and share your thoughts with other readers. Each such innovation should be seen as a change, and Kotter's book provides a focused handbook on making sure that IT transformations have a chance to succeed. The technology part is only a very small component of a successful transformation.
Some of my takeaways from Kotter's 8 step process: These wins need to be realizable in months and be seen by a large enough group. Cultural transformation. Some programs such as IT security require a cultural transformation. In Kotter's approach, this occurs at the end of the 8 step program, after multiple small wins. Step 5, Empowering broad-based action is where IT technology comes into play.
Without effective systems changes, noone will be empowered. Step 2, Creating the guiding coalition. This must be internal; smart outside consultants will add little here. Now 16 years later, he has republished the book with updates.
Read it, heed it.
Good read on those key differences between a leader and manager whereby Kotter makes the change for employers and structural leaders to begin making more leaders and not so much cranking out managers. One person found this helpful. The book was well written and interesting to read. The concepts on what will make a difference in an organization vs. My only negative feedback is that the information seemed sometimes repetitive, but that could have been my own experience and foundation of knowledge on the subject.
The book flows from one topic to the next easily, uses adequate scenarios and experiences the author has to make understanding of the concepts easy. If one is looking for a book that will help them both understand change and develop ways to implement change successfully this is a good book to use as a tool. The author does not neglect to mention that some of the information found in this book may become outdated overtime and what options could become obsolete vs. I am a sustainability professional who works to help institutions become more sustainable and better stewards of the environment.
Because of the nature of my work, I am always trying to coax, create, inspire, and implement change. After years of learning about the technical knowledge of what to do and how to do it, this is the most helpful book of all which deals with the sequence of implementing change. When you are dealing with other people or a large organization, you cannot just start changing things left and right. You need to establish a foundation, get download in, and leverage small changes into bigger changes.
Where do you start? Who do you talk to? What do you do first? What do you do next? This book shows you what to do first, second, and third in the 8 step process to change. It shows the difference of being a leader rather than a manager or worker. A leader's most important task is to have vision and help others download into that vision.
The ability to implement and deep technical knowledge is useless unless there is support for change and a structure that allows for it to happen. I like that Kotter's book lays out clearly an architecture for change. While the book was short, didn't have many examples or diverse applications such as outside of the corporate environment , I appreciate its conciseness, which allows you to spend more time thinking about how the principles apply to your own situation.
It can be skimmed easily and the charts and summaries at the end of each chapter cogently summarize the main points of each chapter.
I highly recommend this book for all leaders that try to create change. I'm a consultant and was thrown into change management position. This book has been a lifesaver. I've used it countless times to remind myself what to do and to draft materials for my client. I wish there were more in here on metrics; the text doesn't have many practical tips on evaluating implementation and setting performance measures.
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