Learning Resources

Evaluating the Success of Strategic Change Against Kotter’s Eight Steps

By: Mark H. Spencer, Bradley A Winn

In evaluating a change process, based on Kotter’s “eight steps” for transforming organizations, undertaken at an institution based, the authors find that “key insights about the future of the organization” came from all levels and all units within the institution.

From Volume 33 Number 2 | December–February 2004

Abstract: New subscribers to the Harvard Business Review receive as a bonus with their first issue a compilation of fifteen classics, which appeared in previous HBR issues. One article, “Leading Change: Why Transformation Efforts Fail”, by John P. Kotter, first appeared in the March-April 1995 issue and is often referenced as a guide to strategic change in organizations. It is the purpose of the article to evaluate a change process undertaken at a large comprehensive baccalaureate institution in the context of Kotter’s suggested eight steps in transforming an organization.

Institutions Mentioned: Utah Valley University
Planning Types: Strategic Planning
Tags: Change Management, Organizational Change, Organizational Culture

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Leading Academic Change: Essential Roles for Department Chairs

By: Sona Andrews

From Volume 29 Number 4 | Summer 2001

Planning Types: Academic Planning
Tags: Academic Program Prioritization, Change Management, Leadership

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Planning in Academic Departments

By: Dona Fountoukidis, Martin Hahn, Jane Voos

A case study from William Paterson College, where the internal planning office led faculty in departmental planning activities to “stop the sprawl and provide a direction” for the biology department. Can planning be bottom up, with professors designing their own futures?

From Volume 23 Number 3 | Spring 1995