The author of bestseller Leading Change, Harvard Business School professor John P. Kotter has watched hundreds of companies attempt to shape themselves into significantly better organizations. Whether called reengineering, restructuring, cultural change or turnarounds, these efforts have a similar goal: to make fundamental changes in how business is conducted to cope with a new, more challenging market environment. But sometime, a company's current leaders can torpedo its change efforts even if they were the ones who launched the change.
Professor Kotter recently shared his views on leadership and change with Leadership Perspectives.
See full Interview, in pdf format.
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