Leading Change, With a New Preface by the Author Hardcover – Illustrated, 6 Nov. 2012

This book has become something of a classic among management books. Kotter starts by listing eight reasons why major organisational change initiatives fail. He then goes on to give his eight point plan for leading change. The process he recommends is:Establish a Sense of UrgencyCreate a Guiding CoalitionDevelop a Vision and StrategyCommunicate the Change VisionEmpower Employees for broad-based ActionGenerate Short-Term WinsConsolidate Gains and Produce more ChangeAnchor the New Approahces in the Corporate CultureHe clearly explains the why and how for each point and stresses the importance of following this procedure in sequence and of not omitting any steps. Both leadership and management is needed in the process and he shows their different roles. The book is easy to read and the arguments are cogent. There are many examples and stories - though no proper case studies. Overall it is a highly valuable guide to the tough challenge of leading large-scale change.

Clear book, full of both positive and negative examples, with valid logic, easy understandable steps and reasons. Though some figures are just excessive as they are repeated in main text. But maybe it is because of these figures do not fit for reading on iPhone

Great book that will get you thinking about the communication of and the ownership of change and new working methods in any organisation as well as the importance of vision. Whilst it could have suffered from the 8 stages feeling a little too 'off the shelf' rather than responsive to real situations, actually the stages offer a sense of sustained focus that is often lacking in this kind of book. The stages feel surprisingly as useful for the linear as the abstract thinkers. Kotter's understanding of change leadership rather than management seems to stand head and shoulders above the other writers in this area. If I have a criticism (it is either a criticism or a suggestion for another book) it is that Kotter's plan for change management could do with asking how it might work in an organisation where the new vision is coming from the bottom up rather than the top down. On the whole, if you are facing change in your organisation and you haven't read this book then I would simply ask you why on earth not?

John Kotter's work is a classic volume on change leadership. The book is readable and the steps which he describes make sense to me. I have found the ideas helpful in my workplace and they have formed part of a leadership course which I recently attended. The hard-back binding which I purchased also makes the book durable and more of a pleasure to handle and read.

Well written with plenty of stories, anecdotes and analogies. Its as if John Kotter was present in every company I ever worked for and on every project I managed ! 'Do your people believe the status quo is unacceptable ?' 'Do they really feel a sense of urgency?' 'Do you have a compelling vision for the future and strategies for getting there?'Kotter explains why 'Snakes, big egos and reluctant players are the enemy of change and what you can do to win them over ...or get rid of them! Thanks for some great ideas John P. Kotter.

you probably know this, but very clear, practical framework for bringing about organisational change.

This is simply a great book and a very rewarding reading!Kotter gives us two key lessons: companies risk to be overmanaged and underled, while change needs to be led more than managed.The proposed 8 step change model is a very powerful tool to lead a company transformation.

People often underestimate how difficult it is to change organisations or cultures or practises and those efforts end up failing or not being as successful to be enduring. This book lays out not only the important steps needed in leading change but also the common pitfalls.