Publisher: Harvard Business School, 2012, 194 pages
"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
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.