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John P. Kotter
Harvard Business Review Press
January 15, 1996
In business, change is perpetual and necessary. Companies that fail to adapt fail, period. So driving transformation is arguably the business leader's primary objective — and yet woefully few succeed. Kotter's 1996 book details an intuitive, eight-stage process, each illustrated with examples drawn from his extensive consulting experience, for implementing real and lasting organizational change. As important as the practical tips, however, is the powerful distinction Kotter draws between managing change and leading change. As Kotter vividly demonstrates, only the latter can keep a company a step ahead.