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Change is a crucial challenge for organizations in the twenty-first century, and the pace, amount, and complexity of change are increasing with no sign of letting up. This chapter outlines the eight-step process for leading successful change originally introduced by John Kotter in his book, "Leading... More

To bring about significant change, an organization needs significantly more than the usual effort and commitment from its people. Creating a clear sense of urgency around the needed change is crucial to gaining cooperation and sustaining the momentum of change. This chapter provides a practical, han... More

Significant change needs a number of powerful guiding teams who can actively champion the effort and take the necessary action when the effort encounters barriers. Without strong guiding teams, change initiatives seldom have the support, energy, speed, and sense of urgency needed to succeed. This ch... More

A shared sense of urgency for change my push people into action, but it is the vision that steers them in the right direction. A good vision offers a compelling, motivating picture of the future and serves several important purposes. This chapter lays out the four key phases of developing a compelli... More

Organizational change, by definition, cannot take place in a vacuum; communicating in a concise, candid, heart-felt manner is critical to the success of your change effort. This chapter describes key activities and tactics, and provides several assessment tools that will help you move individuals fr... More

Once you've given employees a reason to change, you must provide them with the means to make change happen. The purpose of this step in the change process is to enable a broad base of people to take action by removing as many barriers to the implementation of the change vision as possible. This chap... More

Short-term wins that are timely, visible, and meaningful are critical to building the credibility needed to sustain the change effort over time. But delivering short-term results can be a challenge. This chapter provides exercises and assessment tools to help you overcome this challenge, outlining t... More

The momentum created by short-term wins often propels the change effort forward, but it is essential to recognize the dangers that can follow short-term successes, and to realize that the change process can still fail to take root. This chapter provides practical advice and tools to help you tackle ... More

If your organizational transformation is not properly supported and reinforced by a vital organizational culture, the effort needed to maintain the desired outcome will continue to seem like extra effort, and will become too difficult to sustain. In order to achieve lasting integration of the change... More

Is your organization ready for change? What are the key issues you will face in phase I, II, and III of John Kotter's eight-step change program? This chapter shows you why and how you should assess your organization's readiness for change. Practical advice and assessment tools are included.... More

Moving beyond the process of changeWhy is change so hard? Because in order to make any transformation successful, you must change more than just the structure and operations of an organization-you need to change people's behavior. And that is never easy.The Heart of Change is your guide to helping p... More

Learn how to lead organizational change with this Harvard Business Review digital collection. The Heart of Change is your guide to helping people think and feel differently in order to meet your shared goals. According to bestselling author and renowned leadership expert John Kotter and coauthor Dan... More

People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings. This is especially the case in large-scale organizational change, where you're dealing with new technologies, mergers and acquisitions, restr... More

Any team that is going to make change happen has to be emotionally committed and trusting of each other. This chapter describes the characteristics of effective guiding teams and shows you how to assemble a team of the right people, with the appropriate skills, leadership capacity, organizational cr... More

Large-scale change can occur only when organizations have a clear, compelling vision of the future. This chapter guides you through the process of creating the right vision and strategies to guide action in all the remaining stages of change, providing several examples from real organizations.... More

In successful change efforts, the direction of change is widely communicated for both understanding and gut-level buy-in. This chapter guides you through this step in the change process, highlighting some of the reasons vision communication typically fails, and providing examples of what it looks li... More

In highly successful change efforts, when people begin to understand and act on a change vision, you remove barriers in their paths. This chapter demonstrates how to remove common sources of employee disempowerment using examples from several organizations.... More

People are more likely to endorse change when they have short-term, achievable goals. Sufficient wins that are visible, timely, unambiguous, and meaningful to others, motivate people and hasten change.... More

After short-term wins have been achieved, and momentum built, leaders must continue to maintain a sense of urgency about change and not declare victory prematurely. This chapter describes how some organizations have tackled the challenge of keeping energy and urgency up through wave after wave of ch... More

Keeping change in place requires the creation of a new, supportive, and sufficiently strong organizational culture. A supportive culture provides roots for the new ways of operating. This chapter describes how to use the power of culture to help make a transformation stick.... More

In story after story of highly successful change methods, you find a pattern that is closer to the heart than to strategy. People are sensitive to the emotions that undermine change, and they find ways to reduce it. People are sensitive to the emotions that facilitate change, and they find ways to e... More

In successful change efforts, the first step is making sure sufficient people act with sufficient urgency. Without enough urgency, large-scale change can become an exercise in pushing a gigantic boulder up a very tall mountain.... More

In 1996, John P. Kotter's Leading Change became a runaway best seller, outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which... More

Change Leadership: The Kotter Collection... More

HBR Case Study... More