--- product_id: 3724192 title: "Leading Change, With a New Preface by the Author" price: "143.46 DT" currency: TND in_stock: true reviews_count: 9 url: https://www.desertcart.tn/products/3724192-leading-change-with-a-new-preface-by-the-author store_origin: TN region: Tunisia --- # Leading Change, With a New Preface by the Author **Price:** 143.46 DT **Availability:** ✅ In Stock ## Quick Answers - **What is this?** Leading Change, With a New Preface by the Author - **How much does it cost?** 143.46 DT with free shipping - **Is it available?** Yes, in stock and ready to ship - **Where can I buy it?** [www.desertcart.tn](https://www.desertcart.tn/products/3724192-leading-change-with-a-new-preface-by-the-author) ## Best For - Customers looking for quality international products ## Why This Product - Free international shipping included - Worldwide delivery with tracking - 15-day hassle-free returns ## Description Leading Change, With a New Preface by the Author [Kotter, John P.] on desertcart.com. *FREE* shipping on qualifying offers. Leading Change, With a New Preface by the Author Review: Highly readable, useful, and even inspiring - What happens when an organization needs to change (if it hopes to be successful in the future) but hasn't put much thought into what the process of change itself looks like? More than likely: failure. John Kotter outlines here a critical difference between change efforts that have been successful, compared to change efforts that have failed. Drawing on decades' worth of experience consulting with firms and coaching leaders, and attentive to ever-increasing globalization of markets and competition, Kotter offers an eight-stage change process. The eight stages are: 1. Establishing a sense of urgency 2. Creating the guiding coalition 3. Developing a vision and strategy 4. Communicating the change vision 5. Empowering broad-based action 6. Generating short-term wins 7. Consolidating gains and producing more change 8. Anchoring new approaches in the culture Successful change, Kotter argues, "is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organizations today don't have much leadership." Kotter articulates what effective leadership -- not management -- actually looks like. Kotter provides a helpful, clear, and concise chapter devoted to each of the eight stages. He articulates precisely what is needed at each critical moment in the transformation process. He provides numerous examples of what happens when any stage is ignored (basically, he suggests that to ignore any of the eight stages will likely lead to failure). Specific guidance and steps are offered at every point along the way. A useful summary of the whole process is provided on page 21. The final couple chapters provide a glimpse into the organizations and leaders of the future. "The rate of change in the business world is not going to slow down anytime soon. . . . The typical twentieth-century organization has not operated well in a rapidly changing environment. . . . If environmental continues to increase, as most people now predict, the standard organization of the twentieth century will likely become a dinosaur." The winning enterprise of the twenty-first century will have a persistent sense of urgency, teamwork at the top, people who can create and communicate vision, broad-based empowerment, delegated management for excellent short-term performance, no unnecessary interdependence, and an adaptive corporate culture. Leaders of the future are going to be people with high standards and a strong willingness to learn. Arguing that leadership traits can be learned, Kotter provides examples of people he has known over an extended period of time who once upon a time showed little promise, but who developed superlative leadership skills and have become highly effective, successful, influential leaders. Just as organizations need to continue to continue to change and grow, so too will organizations' future leaders. Overall, this is a highly readable, useful book. It is obviously useful for leaders in the corporate world. I would argue that it is also highly useful for leaders in ANY organization that is trying to thrive in the twenty-first century. I wish I had read it years ago! Review: Good Book - This book came in great condition! Also it is a very informative and engaging read about the need to change in business organizations. I would recommend this book if you are interested in change management and how to lead a change initiative at your job. ## Technical Specifications | Specification | Value | |---------------|-------| | ASIN | 1422186431 | | Best Sellers Rank | #9,158 in Books ( See Top 100 in Books ) #46 in Business Processes & Infrastructure #85 in Business Management (Books) #87 in Leadership & Motivation | | Customer Reviews | 4.6 4.6 out of 5 stars (4,183) | | Dimensions | 7 x 0.5 x 10 inches | | Edition | 1R | | ISBN-10 | 9781422186435 | | ISBN-13 | 978-1422186435 | | Item Weight | 14.5 ounces | | Language | English | | Print length | 208 pages | | Publication date | November 6, 2012 | | Publisher | Harvard Business Review Press | ## Images ![Leading Change, With a New Preface by the Author - Image 1](https://m.media-amazon.com/images/I/51qNmYiy1mL.jpg) ## Customer Reviews ### ⭐⭐⭐⭐⭐ Highly readable, useful, and even inspiring *by B***S on October 18, 2006* What happens when an organization needs to change (if it hopes to be successful in the future) but hasn't put much thought into what the process of change itself looks like? More than likely: failure. John Kotter outlines here a critical difference between change efforts that have been successful, compared to change efforts that have failed. Drawing on decades' worth of experience consulting with firms and coaching leaders, and attentive to ever-increasing globalization of markets and competition, Kotter offers an eight-stage change process. The eight stages are: 1. Establishing a sense of urgency 2. Creating the guiding coalition 3. Developing a vision and strategy 4. Communicating the change vision 5. Empowering broad-based action 6. Generating short-term wins 7. Consolidating gains and producing more change 8. Anchoring new approaches in the culture Successful change, Kotter argues, "is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organizations today don't have much leadership." Kotter articulates what effective leadership -- not management -- actually looks like. Kotter provides a helpful, clear, and concise chapter devoted to each of the eight stages. He articulates precisely what is needed at each critical moment in the transformation process. He provides numerous examples of what happens when any stage is ignored (basically, he suggests that to ignore any of the eight stages will likely lead to failure). Specific guidance and steps are offered at every point along the way. A useful summary of the whole process is provided on page 21. The final couple chapters provide a glimpse into the organizations and leaders of the future. "The rate of change in the business world is not going to slow down anytime soon. . . . The typical twentieth-century organization has not operated well in a rapidly changing environment. . . . If environmental continues to increase, as most people now predict, the standard organization of the twentieth century will likely become a dinosaur." The winning enterprise of the twenty-first century will have a persistent sense of urgency, teamwork at the top, people who can create and communicate vision, broad-based empowerment, delegated management for excellent short-term performance, no unnecessary interdependence, and an adaptive corporate culture. Leaders of the future are going to be people with high standards and a strong willingness to learn. Arguing that leadership traits can be learned, Kotter provides examples of people he has known over an extended period of time who once upon a time showed little promise, but who developed superlative leadership skills and have become highly effective, successful, influential leaders. Just as organizations need to continue to continue to change and grow, so too will organizations' future leaders. Overall, this is a highly readable, useful book. It is obviously useful for leaders in the corporate world. I would argue that it is also highly useful for leaders in ANY organization that is trying to thrive in the twenty-first century. I wish I had read it years ago! ### ⭐⭐⭐⭐⭐ Good Book *by K***H on March 13, 2026* This book came in great condition! Also it is a very informative and engaging read about the need to change in business organizations. I would recommend this book if you are interested in change management and how to lead a change initiative at your job. ### ⭐⭐⭐⭐ Classic on change management - pretty good *by B***E on September 6, 2013* Leading Change from Kotter is one of the classics on modern change management and it is a pretty good book. Though, definitively not perfect and it does, in my opinion, have a bit a 'traditional management' taste to it. But, well, as that is probably practices in the majority of the companies, I can't blame this book for it. Leading change is fairly short, a bit less than 200 pages. It consists of 3 different parts: 1) The change problem and its solution (or it could be called "overview"), 2) The eight-stage process, 3) Implication for the twenty-first century. The first part consists of 2 small chapters. The first cover why organizations fail with their change efforts and it provides eight mistakes (which is basically the reverse of his later proposal). In the second chapter, Kotter introduces his 8-step change process for managing change in an organization. The eight steps are also the eight chapters of part 2. They are: - Establish a Sense of Urgency - Creating a Guiding Coalition - Developer a Vision and Strategy - Communicating the Change Vision - Empowering Employees for Broad-Based Action - Generating Short-Term Wins - Consolidating Gains and Producing More Change - Anchoring New Approaches in the Culture. Each of the chapters in Part 2 describe the change step, why it is needed and give some advise and stories about the change. The third and last chapter speculated about the future and how change is becoming more and more important. All in all, the book was actually pretty good (better than I had expected, as I was familiar with the basic content already). It is well-written and in quite a convincing way. I did get uncomfortable at times, these were mainly about 3 assumptions that I felt throughout the book. 1) The enormous focus on 'leadership' which, I believe, somewhat misses the point of building an environment in which all people flourish (and yes, you might say the leader does it, but why not all people? Isn't it just caring?). 2) A lot of focus on "top-down" change rather than grass-roots change and with it a lot of focus on traditional management roles, and 3) A lot of focus on BIG change efforts over many small ones (many small ones is more a Kaizen spirit). It felt in line with the "big project" and "re-engineering" thinking rather than the view of gradual change. Anyways, all three of these are to be expected and as the book has a clear focus/audience, it doesn't matter too much. Thus, a good book on traditional change management and worst reading from that perspective. It wasn't an *aha* book for me, it was just good. For that reason, I'll stick with 4 stars. Pretty good. ## Frequently Bought Together - Leading Change, With a New Preface by the Author - Switch: How to Change Things When Change Is Hard - HBR's 10 Must Reads on Change Management (including featured article "Leading Change," by John P. 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