Leading Change, With a New Preface by the Author

Me gustó mucho que sea de pasta, el contenido muy bueno.

Lo he usado mucho para mis formaciones.

Muss man gelesen haben, sofern man mit Veränderungsprozesse in seiner Firma umgehen muss (wer muss das heutzutage nicht). Für mich eine Standardlektüre für alle (angehenden) Führungskräfte.Nicht umsonst wird Kotter fast überall zitiert.

This book reads as a manual for change projects, while inspiring at the same time. I very much like the definition of leadership vs management. This helps me with a lot of observations on what goes well or wrong

A good read. As leaders some might already have Some of the ideas that are mentioned in this book, however it is a great way in which these ideas have been structured and presented using examples.

Classic. Easy read.

Sollte man einfach gelesen haben.

This book is enlightening to both academics and practitioners responsible for the management of organisational change. It provides fruitful insights for an eight-stage process of leading change in small and medium sizes as well as large organisations:1. Establishing a Sense of Urgency2. Creating the Guiding Coalition3. Developing a Vision and Strategy4. Communicating the Change Vision5. Empowering Employee for Broad-Based Action6. Generation Short-Term Winns7. Consolidating Gains and Producing More Change8. Anchoring New Approaches in the CultureThe book ends with an outlook on leadership skills and perspectives for the 21st Century:Leadership in the 21st century. Future leaders and change agents should have:- a persistent sense of urgency- should excel teamwork at the top management too- need to be able to create and communicate visions- successful organisations need to become more like incubators of leadership- should enforce flatter hierarchies, less bureaucracy, greater willingness to take risks- delegate management for excellent short-term performance- reduce/minimise unnecessary interdependences within organisations- Forster an adaptive corporate cultureAlthough a bit dated, the book is still a landmark for all change agents interested in the leading prosperous changes in organisations nowadays.

Harvard-Professor John P. Kotter has been observing the process of change for decades. He believes that there are critical differences between change efforts are successful, and change efforts that fail. What interests him is why some people are able to get their organizations to change dramatically while others do not.In this book he explains a model which is a result of many years of experience in consulting with hundreds of organizations. Kotter observed the myriad difficulties associated with change efforts, distilled the common themes and turned them around into a prescriptive framework. He says that organisations frequently make the same mistakes when trying to bring about change – they allow too much complacency, they fail to communicate and so on. According to Kotter, all these failures can be avoided by following eight specific steps. These are:#1 Establish a sense of urgency#2 Create the guiding coalition#3 Develop a vision and strategy#4 Communicate the change vision#5 Empower employees for broad based action#6 Generate short term wins#7 Consolidate gains and produce more change#8 Anchor new approaches into the culture

Just an amazing book: it has it all, topic, structure, writing, examples.you really feel the amazing expertise and experience of the author while reading it.

A fantastic structured look at change and transforming an organisation. The way Kotter writes it all appears common sense. But for those of us in Change roles we know that it I'd not that easy. A great read and an interesting insight that although this nook was written a few years ago today, the issues have not changed.

Im Rahmen meiner Vorbereitung auf eine Position im mittleren Management war dieses Buch eines von etwa 15, die ich zur Vorbereitung auf diese Position gelesen habe. Andere Titel, die 'Change Management' betitelt waren, erschöpten sich in Langatmigkeiten. Dieses Buchist (auch für die 'angelernten' Englischsprecher älterer Jahrgänge) einfach zu lesen, kommt schnell zum Punkt, und ist besonders für jene zu empfehlen, die zum ersten Mal Veränderungen 'in Gang setzen' sollen, und zweifeln, wie sie das 'führungstechnisch' durchsetzen sollen.I read this book as a preparation for a position in the middle management, and this book was one of 15 which I read as an 'introduction' into the field of management. Other titels covering the subject of 'Change Management' extended into an endless field of words, and were loosing the thread in the fog. This book is easy to read, even for those who have been trained English 'on-the-job. The book covers the subjects quickly and can especially be recommmended for those who are ordered to introduce changes for the first time, and doubt, how to do this with 'a managerial mind'.

What happens when an organization needs to change (if it hopes to be successful in the future) but hasn't put much thought into what the process of change itself looks like? More than likely: failure.John Kotter outlines here a critical difference between change efforts that have been successful, compared to change efforts that have failed. Drawing on decades' worth of experience consulting with firms and coaching leaders, and attentive to ever-increasing globalization of markets and competition, Kotter offers an eight-stage change process. The eight stages are:1. Establishing a sense of urgency2. Creating the guiding coalition3. Developing a vision and strategy4. Communicating the change vision5. Empowering broad-based action6. Generating short-term wins7. Consolidating gains and producing more change8. Anchoring new approaches in the cultureSuccessful change, Kotter argues, "is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organizations today don't have much leadership." Kotter articulates what effective leadership -- not management -- actually looks like.Kotter provides a helpful, clear, and concise chapter devoted to each of the eight stages. He articulates precisely what is needed at each critical moment in the transformation process. He provides numerous examples of what happens when any stage is ignored (basically, he suggests that to ignore any of the eight stages will likely lead to failure). Specific guidance and steps are offered at every point along the way. A useful summary of the whole process is provided on page 21.The final couple chapters provide a glimpse into the organizations and leaders of the future. "The rate of change in the business world is not going to slow down anytime soon. . . . The typical twentieth-century organization has not operated well in a rapidly changing environment. . . . If environmental continues to increase, as most people now predict, the standard organization of the twentieth century will likely become a dinosaur." The winning enterprise of the twenty-first century will have a persistent sense of urgency, teamwork at the top, people who can create and communicate vision, broad-based empowerment, delegated management for excellent short-term performance, no unnecessary interdependence, and an adaptive corporate culture. Leaders of the future are going to be people with high standards and a strong willingness to learn. Arguing that leadership traits can be learned, Kotter provides examples of people he has known over an extended period of time who once upon a time showed little promise, but who developed superlative leadership skills and have become highly effective, successful, influential leaders. Just as organizations need to continue to continue to change and grow, so too will organizations' future leaders.Overall, this is a highly readable, useful book. It is obviously useful for leaders in the corporate world. I would argue that it is also highly useful for leaders in ANY organization that is trying to thrive in the twenty-first century. I wish I had read it years ago!