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A Harvard Business Review Book. Widely acknowledged as the world's foremost authority on leadership, John Kotter has devoted his remarkable career to studying organizations and those who run them, and his bestselling books and essays have guided and inspired leaders at all levels. Here, in this coll... थप

The international bestseller-now with a new preface by author John Kotter.Millions worldwide have read and embraced John Kotter's ideas on change management and leadership.From the ill-fated dot-com bubble to unprecedented M&A activity to scandal, greed, and ultimately, recession-we've learned that ... थप

Most organizational change initiatives fail spectacularly (at worst) or deliver lukewarm results (at best). In his international bestseller Leading Change, John Kotter revealed why change is so hard, and provided an actionable, eight-step process for implementing successful transformations. The book... थप

In today's increasingly unstable world, more and more organizations are being pushed to change. Companies must embrace the proper change strategies to avoid burnt out, frustrated employees and wasted resources, and ultimately, to remain competitive. This chapter was originally published as the intro... थप

In order to make it in the global marketplace, organizations must be willing to radically transform. According to John Kotter, the world's foremost expert on leadership, change that improves the organization at an acceptable cost requires two things: an eight-step process that creates power and moti... थप

Creating change in any organization is extremely difficult and requires a large number of employees to collaborate effectively. Creating a sense of urgency is crucial to inspiring needed cooperation, initiative, and willingness to make sacrifices. This chapter was originally published as Chapter 3 o... थप

Because major change is so difficult to accomplish, a powerful force is required to sustain the process. A strong guiding coalition is always needed-one with the right composition, level of trust, and shared objective. This chapter was originally published as Chapter 4 of "Leading Change."... थप

Leading change successfully requires a basic vision, or a picture of the future with some implicit or explicit commentary on why people should strive to create that future. A strong vision clarifies the general direction of change, motivates people to take action in the right direction, and helps co... थप

Communicating a vision for change and gaining understanding and commitment to a new direction is never an easy task, especially in large enterprises. However, the new vision must be constantly and effectively communicated in order to create a shared sense of a desirable future, which helps motivate ... थप

With the right structure, training, systems, and supervisors to build on a well-communicated vision, increasing numbers of firms are finding that they can tap an enormous source of power to improve organizational performance-they can mobilize hundreds or thousands of people to help provide leadershi... थप

Major change takes time, sometimes lots of time. But running a transformation effort without serious attention to short-term wins is extremely risky. Planning for short-term results can provide much needed evidence that hard work, and investment of resources on behalf of change is paying off. This c... थप

Major change often takes a long time, especially in big organizations. Short term wins are essential to keep the change effort going, but the celebration of those wins can be lethal if urgency is lost. If you let up before the job is done, critical momentum can be lost and regression may follow. Thi... थप

When the new practices made in a transformation effort are not compatible with the relevant cultures, they will always be subject to regression. Changes in a work group, a division, or an entire company can come undone, even after years of effort, because the new approaches haven't been anchored fir... थप

The rate of change in the business world is not going to slow down anytime soon. If anything, competition in most industries will probably speed up over the next few decades. This chapter considers the qualities that will be essential to winning in the twenty-first century. This chapter was original... थप

The key to creating and sustaining a successful twenty-first century organization is leadership-not only at the top of the hierarchy, but also throughout the enterprise. And fortunately, according to John Kotter, leaders are not born, but are made over a lifetime of learning. This chapter examines t... थप

Focuses on the management style of Fred Henderson in the context of a relatively stable business environment within Xerox Corporation. To be contrasted with the case, Renn Zaphiropoulos and the videotape, A Day with Renn Zaphiropoulos (9-881-501), which are appropriate for a more dynamic environment... थप

Focuses on the management style of Renn Zaphiropoulos in the context of a rapidly changing business environment within Xerox Corporation. To be contrasted with the case, Fred Henderson and the videotape, A Day with Fred Henderson (9-881-502), which are appropriate for a more stable environment.... थप

Complacency is a serious problem, for organizations, nations, and individuals, yet we underestimate its power and its prevalence. In a fast-moving and changing world, contentment with the status quo can create disaster. This chapter describes why real urgency is an essential asset that must be creat... थप

The first step in creating a true sense of urgency is to deeply understand its opposites: complacency and false urgency. This chapter shows you how to spot red flag behavior and help others see the problem.... थप

Underlying the urgent behavior that makes organizations succeed in a turbulent world is not only a set of thoughts-there must also be a set of feelings, a compulsive desire to move, and win, now. This chapter outlines several tactics for increasing urgency and winning the hearts, along with the mind... थप

Organizations of any size or age tend to be too internally oriented. The disconnect between what insiders see, feel, and think, on the one hand, and external opportunities and hazards, on the other, can be astonishing. This inside-outside gap always reduces an organization's sense of urgency, and mu... थप

Almost everyone is too busy today. But when you're going from one meeting to the next, all on different topics, all run inefficiently, attitudes and feelings about urgency drain out through sheer exhaustion. A steadily growing wave of people behaving with real urgency each and every day can help org... थप

Crises are not necessarily bad and may, under certain conditions, actually be required to succeed in an increasingly changing world. Even people who are solidly content with the status quo will begin to act differently if a fire starts on the floor beneath their feet. With fire spreading around them... थप

A NoNo is more than a skeptic-he is, in essence, an urgency killer. He's always ready with ten reasons why the current situation is fine, why the problems and challenges others see don't exist, or why you need more data before acting. This chapter describes methods for preventing difficult people fr... थप

An organization that can sustain a high sense of urgency over time has the potential to become a high-performance machine, where results go from good to great and beyond. But sustaining urgency over time requires that it not only be created, and created well, but that it be re-created again and agai... थप