Leading Change ^{2nd Ed.}

"By any objective measure, the amount of significant, often traumatic change in organizations has grown tremendously over the past two decades."

When John Kotter wrote these words back in 1996 in his groundbreaking book Leading Change, little did he know that the pace and magnitude of change in the decades to come would be even more significant, rocking the foundations of global businesses and turning the world economy on its head. From the ill-fated dot-com bubble to unprecedented M&A activity to scandal, greed, and ultimately, recession — we've learned that widespread and difficult change is no longer the exception. It is the rule.

Now with a new preface by the author, this edition of Leading Change is more relevant than ever. Kotter's now-legendary 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 even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.

Reading this highly personal book is like spending a day with the world's foremost expert on business leadership. You're sure to walk away inspired — and armed with the tools you need to inspire others

• Part I: The Change Problem and Its Solution
  
1. Transforming Organizations: Why Firms Fail
2. Successful Change and the Force That Drives It
• Part II: The Eight-Stage Process
3. Establishing a Sense of Urgency
4. Creating the Guiding Coalition
5. Developing a Vision and Strategy
6. Communicating the Change Vision
7. Empowering Employees for Broad-Based Action
8. Generating Short-Term Wins
9. Consolidating Gains and Producing More Change
10. Anchoring New Approaches in the Culture
• Part III: Implications for the Twenty-First Century
11. The Organization of the Future
12. Leadership and Lifelong Learning

OK, I'll be the first to admit that this book may feel a little dated, but its contents are still valid and I believe this is one of the books you should read to understand how organizational change started and became at a later stage Organizational Development.

It is fairly good reading, even if you're familiar with the concepts. Its largest drawback is the lack of an index (why?)

Recommended reading, if for nothing else, the historical value.