- Gebundene Ausgabe: 208 Seiten
- Verlag: Harvard Business Review Press; Auflage: First Printing (1. September 1996)
- Sprache: Englisch
- ISBN-10: 9780875847474
- ISBN-13: 978-0875847474
- ASIN: 0875847471
- Größe und/oder Gewicht: 16,3 x 2,3 x 24,4 cm
- Durchschnittliche Kundenbewertung: 20 Kundenrezensionen
- Amazon Bestseller-Rang: Nr. 28.830 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
- Komplettes Inhaltsverzeichnis ansehen
Leading Change (Englisch) Gebundenes Buch – 1. September 1996
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In "Leading Change", John Kotter examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm's agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. This highly personal book reveals what John Kotter has seen, heard, experienced, and concluded in 25 years of working with companies to create lasting transformation.Alle Produktbeschreibungen
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ist (auch für die 'angelernten' Englischsprecher älterer Jahrgänge) einfach zu lesen, kommt schnell zum Punkt, und ist besonders für jene zu empfehlen, die zum ersten Mal Veränderungen 'in Gang setzen' sollen, und zweifeln, wie sie das 'führungstechnisch' durchsetzen sollen.
I read this book as a preparation for a position in the middle management, and this book was one of 15 which I read as an 'introduction' into the field of management. Other titels covering the subject of 'Change Management' extended into an endless field of words, and were loosing the thread in the fog. This book is easy to read, even for those who have been trained English 'on-the-job. The book covers the subjects quickly and can especially be recommmended for those who are ordered to introduce changes for the first time, and doubt, how to do this with 'a managerial mind'.
I wrote an extensive summary of the book in my blog under
In the book, Kotter gives a lot of small stories as examples which I will leave out of the summary, but will include the key findings.
Welcome to the happy reality of change management:
The majority of corporate change programs fail. They leave behind disappointment, no lasting improvements, wasted resources and burned-out, scared and frustrated employees.
To be clear, there is often real need for deep change, and it is almost never to be had without downsides making everybody involved happy winners.
But the premise of Kotter’s research and opinion is that if we make a strong effort on good change management and avoid several of the worst mistakes, we can avoid a lot of the pain and unnecessary waste of energy and frustration, and get meaningful and lasting improvements. For this we can partly learn from companies who succeeded in this, though the actual situation differs.
The book itself does repeat the central messages very often, but you can feel the decades of direct experience that Kotter has with corporate transformation projects worldwide in different industries.
I find this to be a massively insightful and important book for anyone who wants to stand a chance planning and going into a bigger change effort.
The book puts an emphasis on concrete examples of why cm/transformation projects often fail and what is important to make success possible.
It is an excellent classic on leadership and change, so it is well worth investing to have the complete book.
Harvard-professor John P. Kotter has been observing this process for almost 30 years. What intrigues him is why some leaders are able to take these tools and methods and get their organizations to change dramatically - while most do not.
How many times have we not seen somebody get very excited about some new tool (CRM, e-business, etc.)? Yet two years later there is no performance improvement at all. Often because most of the organisation has rejected the change needed to make it happen.
When people need to make big changes significantly and effectively, Kotter finds that there are generally eight basic things that must happen:
1. INSTILL A SENSE OF URGENCY. Identifying existing or potential crises or opportunities. Confronting reality, in the words of Execution-authors, Charan and Bossidy.
2. PICK A GOOD TEAM. Assembling a strong guiding coalition with enough power to lead the change effort. And make them work as a team, not a committee!
3. CREATE A VISION AND SUPPORTING STRATEGIES. We need a clear sense of purpose and direction. In less successful situations you generally find plans and budgets, but no vision and strategy; or the strategies are so superficial that they have no credibility.
4. COMMUNICATE. As many people as possible need to hear the mandate for change loud and clear, with messages sent out consistently and often. Forget the boring memos that nobody reads! Try using videos, speeches, kick-off meetings, workshops in small units, etc. Also important is the teaching of new behaviours by the example of the guiding coalition
5. REMOVE OBSTACLES. Get rid of anything blocking change, like bosses stuck in the old ways or lack of information systems. Encourage risk-taking and non-traditional ideas, activities, and actions. Empowerment is moving obstacles out of peoples' way so they can make something happen, once they've got the vision clear in their heads.
6. CHANGE FAST. Little quick wins are essential for creating momentum and providing sufficient credibility to pat the hard-working people on the back and to diffuse the cynics. Remember to recognize and reward employees involved in the improvements.
7. KEEP ON CHANGING. After change organizations get rolling and have some wins, they don't stop there. They go back and make wave after wave of other actions necessary for long-term, significant change. Successful change leaders don't drop the sense of urgency. On top of that, they are very systematic about figuring out all of the pieces they need to have in place before they declare victory.
8. MAKE CHANGE STICK. The last big step is nailing big change to the floor and making sure it sticks. And the way things stick is through culture. If you can create a totally new culture around some new way of managing, it will stay. It won't live on if it is dependent on one boss or a couple of enthusiastic people who will eventually move on.
We can divide these eight steps in three main processes. The first four steps focus on de-freezing the organization. The next three steps make change happen. The last step re-freezes the organization on the next rung on the ladder.
I've personally used Kotter's change process in several e-business projects. It has helped me a lot. I highly recommend that you buy this easy-to-read and affordable book. Alternatively, read his Harvard Business Review article from Mar/Apr 1995 on the same subject.
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business