John P. Kotter

Describes the key qualities managers must have to make their companies stronger in a changing market, and discusses the most common mistakes managers make in trying to change their companies

Leading Change

Lance Willett

Empower people with:

- A sensible vision, and a structure to support it
- Training: skills and attitudes
- Confront managers who undercut needed change (remove “bad” bosses)
- Reduce unneeded interdependencies; and fewer levels of management
- Become more externally oriented

Aware that new norms come at the end of the transformation cycle, involve turnover, and depend on positive results.

1. Short-term wins: build momentum, stay on track
2. Long-term: compounding benefits of effort

Oxygen needed? Improve external feedback sources. Example from Stripe, where engineers are asked to frequently talk to customers. Or Automattic, where new hires spend 2 weeks in frontline support, with all teams spending another week per year after that answering support requests.

Carla Schwarze

Offers advice on how to lead an organization into change, including establishing a sense of urgency, developing a vision and strategy, and generating short-term wins.

Leading Change

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