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1、THETESTSOFALEADER
2、BESTOFHBR
3、1995Editor’sNote:Guidingchangemaybetheultimatetestofaleader–nobusinesssurvivesoverthelongtermifitcan’treinventitself.But,humannaturebeingwhatitis,fundamentalchangeisoftenresistedmightilybythepeopleitmostaffects:thoseinthetrenchesofthebusiness.Thus,leadingchangeisbothabso
4、lutelyessentialandincrediblydifficult.PerhapsnobodyunderstandstheanatomyoforganizationalchangebetterthanretiredHarvardBusinessSchoolprofessorJohnP.Kotter.Thisarticle,originallypublishedinthespringof1995,previewedKotter’s1996bookLeadingChange.Itoutlineseightcriticalsuccessfactors–fromestablishingasen
5、seofextraordinaryurgency,tocreatingshort-termwins,tochangingtheculture(“thewaywedothingsaroundhere”).Itwillfeelfamiliarwhenyoureadit,inpartbecauseKotter’svocabularyhasenteredthelexiconandinpartbecauseitcontainsthekindofhometruthsthatwerecognize,immediately,asifwe’dalwaysknownthem.Adecadelater,hiswo
6、rkonleadingchangeremainsdefinitive.LeadingChangeWhyTransformationEffortsFailLeaderswhosuccessfullytransformbusinessesdoeightthingsright(andtheydothemintherightorder).byJohnP.KotterVERTHEPASTDECADE,Ihavewatchedmorethan100companiestrytoremakethemselvesintosignificantlyObettercompetitors.Theyhaveinclude
7、dlargeorganiza-tions(Ford)andsmallones(LandmarkCommunications),companiesbasedintheUnitedStates(GeneralMotors)andelse-where(BritishAirways),corporationsthatwereontheirknees(EasternAirlines),andcompaniesthatwereearninggoodmoney(Bristol-MyersSquibb).Theseeffortshavegoneundermanyban-ners:totalqualityma
8、nagement,reengineering,rightsizing,re-structuring,culturalchange,andturnaround.But,inalmosteverycase,thebasicgoalhasbeenthesame:tomakefundamen-talchangesinhowbusinessisconductedinordertohelpcopewithanew,morechallengingmarketenvironment.Afewofthesecorporatechangeeffortshavebeenverysuc-cessful.Afewha
9、vebeenutterfailures.Mostfallsomewhereinbe-tween,withadistincttilttowardthelowerendofthescale.Thelessonsthatcanbedrawnareinterestingandwillprobablyberel-evanttoevenmoreorganizationsintheincreasinglycompetiti