《Leading Change, With a New Preface》 作者：John P. Kotter 【EPUB】

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In Leading Change, With a New Preface, Harvard Business School professor John P. Kotter presents his seminal 8-Step Process for successful organizational transformation, now updated to address contemporary challenges like digital disruption and hybrid work models. Kotter begins by analyzing why 70% of change initiatives fail, identifying critical errors such as inadequate urgency-building ("We've always done fine"), lack of cross-functional leadership alignment, and failure to institutionalize new behaviors. His research-based model provides a clear roadmap: First, leaders must diagnose threats/opportunities to shatter complacency—for example, a retailer might demonstrate how e-commerce competitors will capture 50% market share within two years. Next, assembling a "Guiding Coalition" of influential executives and grassroots change agents ensures credibility; Microsoft's cultural revival under Satya Nadella exemplified this by empowering both senior leaders and engineer taskforces. The third step involves crafting a simple, emotionally resonant vision (Kotter's "Vision Box" tool helps distill complex strategies into memorable themes), followed by aggressive communication through townhalls, digital platforms, and peer ambassadors. To enable action, organizations must dismantle barriers like bureaucratic approval layers or misaligned KPIs—a pharmaceutical company Kotter studied reduced drug development time by 30% after streamlining decision committees. Generating early wins is crucial; a bank transformation succeeded by first piloting new customer service protocols in high-visibility branches, creating measurable NPS improvements within 90 days. Kotter warns against premature victory declarations (as happened with Nokia’s post-iPhone stagnation), emphasizing the need to reinvest gains into deeper systemic shifts. Finally, anchoring change requires cultural rewiring—Promotions at Amazon now evaluate "Leadership Principles" adherence, while Unilever’s sustainability focus became embedded through revised onboarding and supplier scorecards. The new preface examines AI-era adaptations, showing how agile "networked teams" (like Bosch’s cross-functional digital hubs) can coexist with traditional hierarchies through Kotter’s "Dual Operating System." Packed with diagnostic tools—including a change readiness assessment matrix and resistance-mapping templates—this book remains indispensable for CEOs navigating disruption, HR leaders redesigning workplaces, and entrepreneurs scaling ventures.

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在《领导变革》（新版序言）中，哈佛商学院教授约翰·P·科特提出了具有里程碑意义的"变革八步法"，并结合数字革命和混合办公等新时代挑战进行了更新。科特首先剖析了70%组织转型失败的根源：包括未能建立真正紧迫感（如"我们一直做得不错"的错觉）、缺乏跨部门领导联盟，以及未能将新行为植入文化基因。他以研究为基础构建的变革路线图始于打破自满——例如某零售集团通过数据证明，若不变革，电商对手将在两年内抢占其50%市场份额。第二步是组建兼具高层权威和基层影响力的"指导联盟"，微软萨提亚·纳德拉的文化变革正是通过同时动员高管和工程师先锋队实现。第三步需制定简洁且情感共鸣的愿景（书中"愿景盒子"工具可将复杂战略提炼为易懂主题），随后通过全员大会、数字平台和"变革大使"进行地毯式传播。为扫除行动障碍，科特建议重组官僚架构或调整考核体系——某药企在精简决策委员会后，研发周期缩短30%。创造短期胜利至关重要：某银行转型时，优先在标杆分行试点新服务流程，90天内即提升客户净推荐值(NPS)，为后续变革注入动能。科特警示"过早庆功"的风险（如诺基亚在iPhone崛起后的停滞），强调须将阶段成果投入更深层变革。最终，固化变革需要文化重塑——亚马逊将"领导力准则"纳入晋升评估，联合利华则通过修订入职培训和供应商评估卡，使可持续发展成为核心基因。新版序言探讨了AI时代的适配方案，例如博世(Bosch)的"双元运营系统"如何让敏捷"网络化团队"与传统层级共存。书中提供的诊断工具（包括变革准备度评估矩阵和阻力映射模板），使其成为企业高管应对颠覆、HR领袖重构组织，以及创业者扩张业务的必读之作。