Leading Change

Why Transformation Efforts Fail

by John P. Kotter

Leaders who successfully transform businesses do eight things right (and they do them in the right order).

Over the past decade, I have watched more than 100 companies try to remake themselves into significantly better competitors. They have included large organizations (Ford) and small ones (Landmark Communications), companies based in the United States (General Motors) and elsewhere (British Airways), corporations that were on their knees (Eastern Airlines), and companies that were earning good money (Bristol-Myers Squibb). These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turn-around. But, in almost every case, the basic goal has been the same: to make fundamental changes in how business is conducted in order to help cope with a new, more challenging market environment.

Uddrag af Harvard Business Review 2007, skrevet af John P. Kotter. Download den fulde artikel kvit og frit i boksen til højre. Indgår i CfLs lederudviklingsprogram Strategisk lederskab på engelsk