Leading Change by John P. Kotter is a much respected book. There are indeed solid points. However there are no case studies or source companies named. Regardless of the lessons, without fully understanding the company or executive this seems somewhat less credible. John is professor of Leadership at the Harvard Business School. So, my expectations were extremely high.
The opening chapter set the book’s tone for great potential. There is much to consider when addressing the need for change within any organization. John provides good insights and his lessons are true to form.
In addition, Leading Change provides a foundation for shifts across companies that require tackling pain points. Businesses must shift to remain relevant in a competitive global marketplace.
John proceeds to explain his eight-stage process of creating major change. there is no need for me to lay out the key framework for his process. There are plenty of resources that address his work.
So, each of his eight stages are broken down into three manageable segments. The introductory segment is to create a climate for change. The largest challenge is who the company or organization’s leadership views change as risk. In addition, the second segment requires the strong, powerful engagements with employees to set up success for changes coming across the board. Finally the last segments is implement and sustaining change.
The book seems to favor large, global corporations. There are elements of the book however that seem to be set in a pre-iPhone era. The book was based upon his 1996 article in the Harvard Business Review This includes stage three, developing a vision and strategy.