Table of Contents

Contents Preface I. Introduction 1. The Power of Culture II. The Performance Question: What Kind of Corporate Cultures Enhance Long-Term Economic Performance? 2. Strong Cultures 3. Strategically Appropriate Cultures 4. Adaptive Cultures 5. The Case of Hewlett-Packard 6. The Nature of Low-Performance Cultures III. The Change Question: How Can Corporate Cultures Be Purposefully Changed to Make Them More Performance Enhancing? 7. People Who Create Successful Change 8. Leaders in Action 9. The Case of ICI 10. The Case of Nissan IV. Summary and Conclusions 11. On the Role of Top Management Appendix Notes Bibliography Index

About the Author

John P. Kotter is the Konosuke Matsushita Professor of Leadership at the Harvard Business School. His most recent book is A Force for Change, (Free Press).

Reviews

Donald J. Schuenke Chairman and CEO, Northwestern Mutual Life To a corporate world that values strong and strategic cultures, Kotter and Heskett bring another dimension--the need to guide positive culture change in the corporation. This book should challenge every corporate leader in America.

Edgar H. Schein Massachusetts Institute of Technology A landmark research study and a truly remarkable book that must be on every CEO's and senior manager's essential reading list.

John B. McCoy Chairman, Banc One Corporation A solid roadmap for understanding the roots of culture and the powerful influence it has on business.

Michael H. Walsh President, Tenneco Inc. As one who's up to his neck in the challenge of making change in a mature, multi-billion dollar organization, I found this book to be immensely insightful and reinforcing.

Nicholas J. Nicholas, Jr President and CEO Time Warner Inc. A substantial follow-up to the culture studies of the early 80s. The authors describe the characteristics of low and high performing corporate cultures and the arduous process required to migrate from the former to the latter. Compelling reading for all leaders concerned with renewing the vitality of their institutions.

Peter C. Browning Chairman and CEO, National Gypsum Company Excellent book! Sheds new light on the themes of leadership and culture and produces some surprising conclusions about how they do and do not contribute to successful organizations. A must read!

Richard C. Bartlett President, Mary Kay Cosmetics, Inc. This book takes a long needed look at the lingering culture theories of the 80s and puts teeth in them. It is must reading for my competitors, or they'll soon be seeing a pink Cadillac gaining in their rearview mirrors!

Thomas N. Urban Chairman and President, Pioneer Hi-Bred International, Inc. Having passed through five years of significant change in a sixty-five year old company, I found the dissection of the relationship between culture and performance fascinating. It will provide an intellectual framework for even more detailed analysis of specific situations.

Walter R. Trosin Vice President, Merck & Co., Inc. Adds realism and fills in many blanks in earlier studies of corporate culture. It will have practical application at every level of the organization and will excite controversy, discussion and re-evaluation of the typical corporate succession planning and executive selection process.