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Quote:  John P. Kotter – Professor, author

Quote: John P. Kotter – Professor, author

“A useful rule of thumb: Whenever you cannot describe the vision driving a change initiative in five minutes or less and get a reaction that signifies both understanding and interest, you are in for trouble.” – John P. Kotter – Professor, author

John P. Kotter’s observation—“A useful rule of thumb: Whenever you cannot describe the vision driving a change initiative in five minutes or less and get a reaction that signifies both understanding and interest, you are in for trouble.”—emerges from decades of rigorous research into the mechanics of organizational transformation and leadership.

The quote distills a critical insight at the heart of Kotter’s renowned work on change management: successful change initiatives hinge on the clarity and communicability of their vision. Drawing upon his extensive study of over 100 organizations undergoing transformation, Kotter discovered that even the most technically sound change efforts falter when the vision behind them is vague, convoluted, or fails to energize those involved. This realization became a cornerstone of his influential framework, emphasizing that a vision must not only provide direction but must also be articulated succinctly—capturing both understanding and enthusiasm from stakeholders in minutes, not hours.

The context for this rule of thumb is rooted in Kotter’s widely adopted “8-Step Process for Leading Change,” first introduced in his 1996 book, Leading Change. In this step-by-step model, the third and fourth steps—form a strategic vision and communicate the vision—underscore the necessity of crafting a compelling narrative for change and ensuring that it resonates organization-wide. Kotter’s research established that if people cannot quickly grasp and feel inspired by the vision, skepticism and resistance are likely to follow, undermining the entire transformation effort.

 

About John P. Kotter

John P. Kotter is a distinguished professor, author, and pioneer in the field of organizational change. As a long-standing Harvard Business School professor, Kotter has spent his career analyzing what distinguishes successful transformation from failure. His groundbreaking 8-step change model, developed in the mid-1990s, remains one of the most influential frameworks in business strategy and leadership circles worldwide. Kotter’s work emphasizes that enduring change is as much about human dynamics and communication as it is about strategic planning. He is recognized for distilling complex organizational theories into actionable advice, with a particular focus on the importance of urgency, coalition-building, and the communicability of vision.

Contextual Insights

Kotter’s insight is especially relevant in today’s rapidly evolving business landscape, where organizations face constant social, technological, and economic pressures to adapt. His rule serves as both a warning and a guide: If leaders cannot convey the purpose and promise of change in a way that is easily understood and genuinely exciting, it is likely that confusion and inertia will hinder progress.

This quote encapsulates the wisdom that visionary leadership demands not just an inspiring destination, but a message so clear that it can be shared, understood, and embraced across every level of an organization—swiftly and memorably.

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Quote:  John P. Kotter – Professor, author

Quote: John P. Kotter – Professor, author

“Develop the Change Vision and Strategy. Clarify how the future will be different from the past, and how you can make that future a reality.” – John P. Kotter – Professor, author

The quote “Develop the Change Vision and Strategy. Clarify how the future will be different from the past, and how you can make that future a reality.” by John P. Kotter encapsulates a critical principle in leading transformation within organizations. This insight is deeply rooted in Kotter’s groundbreaking work on organizational change, particularly as articulated in his influential 8-Step Change Model.

In the early 1990s, Kotter, a professor at Harvard Business School, conducted extensive research across more than 100 organizations undergoing major transitions. Through this research, he observed recurring patterns in both successful and failed transformation efforts. Kotter distilled these findings into his seminal 8-step process, outlined in his widely acclaimed book, Leading Change (1996).

Central to this model is the necessity of crafting a clear and compelling change vision and a practical strategy to achieve it. According to Kotter, after establishing a sense of urgency and assembling a guiding coalition, leaders must articulate a vision that vividly contrasts the future state from the current reality. Equally important is clarifying the strategies that will turn this vision into concrete results. Without this clarity, organizations risk losing alignment and momentum, leaving change initiatives vulnerable to confusion and resistance from within.

Kotter’s approach underscores that effective change cannot rely solely on top-down mandates or external pressures. Instead, it is about engaging people at every level, fostering understanding of the purpose behind the change, and painting a vivid picture of the benefits and pathway forward. This vision-driven strategy not only unifies teams but also motivates sustained action, making large-scale transformation achievable even in complex and turbulent environments.

About John P. Kotter

John P. Kotter is recognized globally as one of the foremost authorities on leadership and change. A long-standing professor at Harvard Business School, he has authored several best-selling books, including Leading Change, which has become a foundational text in the field of change management. Kotter’s contributions are not confined to theory—his research has influenced leaders and organizations worldwide, guiding the implementation of sustainable change.

Through his 8-Step Change Model, Kotter reshaped how businesses approach transformation, emphasizing the human side of change as much as the procedural and structural aspects. His model is celebrated for its practical application, clear structure, and lasting impact, making it a go-to framework for organizations navigating moments of critical transition.

In the face of rapid technological, social, and economic shifts, Kotter’s enduring message is that visionary leadership and a well-communicated strategy are indispensable for organizations striving not just to adapt but to thrive.

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Quote:  John P. Kotter – Professor, author

Quote: John P. Kotter – Professor, author

“This iceberg is not who we are. It is only where we now live.” – John P. Kotter – Professor, author

This quote originates from John P. Kotter’s influential fable, Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions, co-authored with Holger Rathgeber. Set in the frozen expanse of Antarctica, the story follows a colony of penguins confronted with a daunting realization: their iceberg home is melting. As they struggle to face this existential threat, the colony must overcome resistance to change, tackle denial, and forge a path forward together.

 

The line, “This iceberg is not who we are. It is only where we now live,” encapsulates a pivotal theme of the book. Spoken during a dramatic meeting among the penguins, the message is clear: identity is not tied to current circumstances. The iceberg symbolizes comfort zones, established routines, or the familiar structures organizations or individuals cling to, especially when confronted by uncertainty or crises. Kotter’s insight is that circumstances—however urgent or threatening—do not define one’s core values, purpose, or collective identity. By distinguishing between “who we are” and “where we live,” Kotter urges audiences to separate the essence of their identity from temporary conditions, laying the groundwork for adaptability and resilience in the face of necessary change.

Our Iceberg Is Melting itself is a parable designed to distill and illustrate Kotter’s renowned Eight Step Process for Leading Change. Through the narrative of the penguins, Kotter conveys how successful adaptation—whether in organizations or communities—relies on assembling the courage to accept uncomfortable truths, mobilize around a shared vision, and act collectively, rather than retreating into denial or nostalgia.

About John P. Kotter

John P. Kotter is a preeminent authority on leadership and change management. As a professor at Harvard Business School, Kotter has spent decades researching how leaders successfully navigate major transformations within organizations. He is the author of numerous award-winning books, including Leading Change, which introduced his influential Eight Step Process, and Our Iceberg Is Melting, which brings those concepts to life in a memorable, accessible way.

Kotter’s work has shaped the practice of organizational change around the world. His emphasis on the need for urgency, clear vision, inclusive leadership teams, and systematic action provides a roadmap for leaders seeking to inspire adaptability and resilience in times of disruption. By blending rigorous research with the engaging storytelling found in Our Iceberg Is Melting, Kotter has helped countless leaders and teams confront challenges, recognizing that—no matter the “iceberg” they inhabit—their identity and potential transcend present circumstances

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Quote:  John P. Kotter – Professor, author

Quote: John P. Kotter – Professor, author

“Most people don’t lead their own lives – they accept their lives.” – John P. Kotter, Leading Change

John P. Kotter, a renowned professor at Harvard Business School and a leading authority on leadership and change, introduced this quote in his influential book, Leading Change. The book, first published in 1996, has become a cornerstone for understanding how individuals and organizations navigate transformation. Kotter’s work is grounded in decades of research into why change efforts often fail and what distinguishes successful leaders from those who merely manage.

This particular quote captures a central theme in Kotter’s philosophy: the distinction between passively accepting circumstances and actively shaping one’s destiny. Through his research, Kotter observed that many people—whether in their personal lives or within organizations—tend to fall into routines, responding to external pressures and expectations rather than proactively setting their own direction. This tendency is not just a matter of comfort; it is often reinforced by organizational structures, cultural norms, and a lack of urgency or vision.

Kotter’s eight-step process for leading change begins with the need to create a sense of urgency—a deliberate push to break through complacency and inspire action. He argues that true leadership is about envisioning a better future, mobilizing people toward that vision, and empowering them to act, rather than simply maintaining the status quo. In the context of this quote, Kotter is challenging individuals and leaders alike to reflect: Are you steering your life and work with intention, or are you simply drifting along with the current?

Why This Matters:
The quote is both a diagnosis and a call to action. It suggests that the default for most people is acceptance—going along with what is, rather than striving for what could be. Kotter’s insight is that real change, whether personal or organizational, begins when individuals decide to take ownership, set their own course, and lead with purpose. This shift from acceptance to leadership is at the heart of successful transformation, innovation, and fulfillment.

In Summary:
John P. Kotter’s quote is a reflection on human nature and organizational life. It encourages self-examination and a proactive mindset, reminding us that meaningful change—whether in a company or in one’s own life—requires the courage to lead, not just accept, the path ahead

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Quote:  John P. Kotter – Professor, author

Quote: John P. Kotter – Professor, author

“Whenever smart and well-intentioned people avoid confronting obstacles, they disempower employees and undermine change.” – John P. Kotter, Leading Change

John P. Kotter, a renowned authority on leadership and change management, wrote Leading Change after decades of observing why organizational transformations succeed or fail. This particular quote distills a core lesson from his research: the greatest threats to progress are not always external crises or a lack of intelligence, but the reluctance of capable leaders to face uncomfortable truths and challenges head-on.

Context and Meaning

Kotter’s work emerged from the realization that many organizations, despite being filled with talented and well-meaning leaders, routinely stumble when trying to implement change. He noticed that these leaders often sidestep difficult conversations, ignore persistent roadblocks, or hope that problems will resolve themselves. This avoidance, while sometimes motivated by a desire to maintain harmony or avoid conflict, actually produces the opposite effect: it erodes trust, saps morale, and stifles initiative at all levels of the organization.

When leaders fail to confront obstacles—be they resistant managers, outdated processes, or cultural inertia—they send a message to employees that challenges are insurmountable or not worth addressing. Employees, seeing this, become disengaged and powerless, feeling that their efforts to drive change will not be supported or rewarded. Over time, this breeds cynicism and apathy, making meaningful transformation nearly impossible.

Why This Insight Matters

Kotter’s insight is rooted in his broader framework for successful change, which emphasizes urgency, open communication, and the removal of barriers. He argues that leadership is not just about setting a vision, but about actively clearing the path for others to act on that vision. When obstacles are ignored, they become institutionalized, turning into sources of frustration and resistance that can derail even the most promising initiatives.

The quote serves as both a warning and a call to action. It urges leaders to model the courage and transparency they wish to see in their organizations. By confronting challenges directly, leaders empower employees to do the same, creating a culture where change is possible and everyone feels responsible for progress.

The Broader Legacy

Kotter’s message resonates beyond the boardroom. It applies to any context where people are working together to achieve something new—whether in business, government, or community organizations. The lesson is clear: progress depends not just on intelligence or good intentions, but on the willingness to face difficulties openly and to empower others to help overcome them.

In summary, this quote encapsulates a hard-won truth from the front lines of organizational change: avoiding obstacles doesn’t protect people or projects—it undermines them. True leadership means confronting challenges, empowering teams, and clearing the way for real, lasting transformation.

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Quote:  John P. Kotter – Professor, author

Quote: John P. Kotter – Professor, author

“Nothing undermines change more than behavior by important individuals that is inconsistent with the verbal communication.” – John P. Kotter, Leading Change

John P. Kotter’s insight, “Nothing undermines change more than behavior by important individuals that is inconsistent with the verbal communication,” emerges from decades of research and observation into the successes and, more crucially, the failures of organizational change. The quote is drawn from his landmark book Leading Change, published in 1996, which has become a foundational text for leaders seeking to guide their organizations through transformation.

Kotter’s work identifies that a disconnect between what leaders say and what they do is among the most powerful barriers to lasting change. Through analyzing real-world case studies and transformation efforts, Kotter pinpointed three common failures in communicating a vision for change. The foremost, and most damaging, is this inconsistency between words and actions. When employees see leaders or influential figures contradicting their stated priorities, it sends a clear signal: the change is not truly important, sustainable, or worthy of commitment. In Kotter’s words, “Communication comes in both words and deeds. The latter is generally the most powerful form.” This is why genuine change requires leaders to embody the transformation they advocate, bridging rhetoric and reality through example.

The context for Kotter’s statement is deeply practical. In his eight-stage process for leading change, he emphasizes that broad-based engagement and empowerment only take root when people see authentic and consistent commitment from those at the top. Otherwise, skepticism grows, cynicism takes hold, and even well-designed initiatives falter as employees wait for the ‘new direction’ to pass like others before it. The quote stands as both a warning and a call to action for leaders: model the change you wish to see.

About John P. Kotter

Dr. John P. Kotter is an acclaimed authority on leadership and change management. He has spent over forty years studying how organizations transform themselves to meet new challenges, and his research has shaped the field of change leadership. Kotter is a Harvard Business School professor emeritus and the author of several best-selling books, with Leading Change widely recognized as his seminal work.

Among his most influential contributions is the “8-Step Process for Leading Change,” a framework distilled from observing and advising organizations across the globe. Kotter’s methodology continues to influence leaders in both the public and private sectors, helping them navigate the complexities of organizational change by focusing on urgency, coalition-building, vision, and—critically—authentic leadership by example.

At its core, Kotter’s work is grounded in the belief that effective change doesn’t just happen through strategic plans or inspiring speeches. It relies on leaders who embody the changes they wish to see—turning words into meaningful, visible action

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Global Advisors’ Thoughts: Should you be restructuring (again)?

Global Advisors’ Thoughts: Should you be restructuring (again)?

By Marc Wilson

Photo by John Chew

You don’t take a hospital visit for surgery lightly. In fact, neither do good surgeons. Most recommend conservative treatment first due to risks and trauma involved in surgical procedures. Restructuring is the orthopaedic surgery of corporate change. Yet it is often the go-to option for leaders as they seek to address a problem or spark an improvement.

Restructuring offers quick impact

It is easy to see why restructuring can be so alluring. It has the promise of a quick impact. It will certainly give you that. Yet it should be last option you take in most scenarios.

Most active people have had some nagging injury at some point. Remember that debilitating foot or knee injury? How each movement brought about pain and when things seemed better a return to action brought the injury right back to the fore? When you visited your doctor, he gave two options: a program of physiotherapy over an extended period with a good chance of success or corrective surgery that may or may not fix the problem more quickly. Which did you choose? If you’re like me, the promise of the quick pain with quick solution merited serious consideration. But at the same time, the concern over undergoing surgery with its attendant risks for potential relief without guarantee is hugely concerning.

No amount of physiotherapy will cure a crookedly-healed bone. A good orthopaedic surgeon might perform a procedure that addresses the issues even if painful and with long term recovery consequences.

That’s restructuring. It is the only option for a “crooked bone” equivalent. It may well be the right procedure to address dysfunction, but it has risks. Orthopaedic surgery would not be prescribed to address a muscular dysfunction. Neither should restructuring be executed to deal with a problem person. Surgery would not be undertaken to address a suboptimal athletic action. Neither should restructuring be undertaken to address broken processes. And no amount of surgery will turn an unfit average athlete into a race winner. Neither will restructuring address problems with strategic positioning and corporate fitness. All of that said, a broken structure that results in lack of appropriate focus and political roadblocks can be akin to a compound fracture – no amount of physiotherapy will heal it and poor treatment might well threaten the life of the patient.

What are you dealing with: a poorly performing person, broken processes or a structure that results in poor market focus and impedes optimum function?

Perennial restructuring

Many organisations I have worked with adopt a restructuring exercise every few years. This often coincides with a change in leadership or a poor financial result. It typically occurs after a consulting intervention. When I consult with leadership teams, my warning is a rule of thumb – any major restructure will take one-and-a-half years to deliver results. This is equivalent to full remuneration cycle and some implementation time. The risk of failure is high: the surgery will be painful and the side-effects might be dramatic. Why?

Restructuring involves changes in reporting lines and the relationships between people. This is political change. New ways of working will be tried in an effort to build successful working relationships and please a new boss. Teams will be reformed and require time to form, storm, norm and perform. People will take time to agree, understand and embed their new roles and responsibilities. The effect of incentives will be felt somewhere down the line.

Restructuring is often attempted to avoid the medium-to-long-term delivery of change through process change and mobilisation. As can be seen, this under-appreciates that these and other facets of change are usually required to deliver on the promise of a new structure anyway.

Restructuring creates uncertainty in anticipation

Restructuring also impacts through anticipation. Think of the athlete waiting for surgery. Exercise might stop, mental excuses for current performance might start, dread of the impending pain and recovery might set in. Similarly, personnel waiting for a structural change typically fret over the change in their roles, their reporting relationships and begin to see excuses for poor performance in the status quo. The longer the uncertainty over potential restructuring lasts, the more debilitating the effect.

Leaders feel empowered through restructuring

The role of the leader should also be considered. Leaders often feel powerless or lack capacity and time to implement fundamental change in processes and team performance. They can restructure definitively and feel empowered by doing so. This is equivalent to the athlete overruling the doctors advice and undergoing surgery, knowing that action is taking place – rather than relying on corrective therapeutic action. A great deal of introspection should be undertaken by the leader. “Am I calling for a restructure because I can, knowing that change will result?” Such action can be self-satisfying rather than remedial.

Is structure the source of the problem?

Restructuring and surgery are about people. While both may be necessary, the effects can be severe and may not fix the underlying problem. Leaders should consider the true source of underperformance and practice introspection – “Am I seeking the allure of a quick fix for a problem that require more conservative longer-term treatment?”

Photo by John Chew

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Global Advisors | Quantified Strategy Consulting