Nearly 40 years of research has shown Dr John Kotter that 70% of all major transformation efforts fail. In his experiences, Dr. Kotter argues that organizations do not take a consistent, holistic approach to changing themselves, nor do they engage their work forces effectively.
Leading Change introduces an eight-stage process of change along with implementation examples and reasons why organizations fail to change.
The Heart of Change represents 34 stories and discussions about companies experiencing large-scale change. The chapters are organized in the eight stages of change as identified in Leading Change.
- Create a sense of urgency.
- Craft and use a significant opportunity as a means for exciting people to sign up to change their organization.
- Build a guiding coalition: Assemble a group with the power and energy to lead and support a collaborative change effort.
- Form a strategic vision and initiatives: Shape a vision to help steer the change effort and develop strategic initiatives to achieve that vision.
- Enlist a volunteer army: Raise a large force of people who are ready, willing and urgent to drive change.
- Enable action by removing barriers: Remove obstacles to change, change systems or structures that pose threats to the achievement of the vision.
- Generate short-term wins: Consistently produce, track, evaluate and celebrate volumes of small and large accomplishments – and correlate them to results.
- Sustain Acceleration: Use increasing credibility to change systems, structures and policies that don’t align with the vision; hire, promote and develop employees who can implement the vision; reinvigorate the process with new projects, themes and volunteers.
- Institute change: Articulate the connections between the new behaviours and organizational success, and develop the means to ensure leadership development and succession.