Comparison
Although organized differently, Kotter’s and Collins’ approaches have much in common. Both address the importance of having the right people involved in a successful change process (leaders and team members alike). People seem to make up the very foundation of any project, and the careful selection of the right strengths, talents, and attitudes can make a tremendous difference in the project’s outcome. Another commonality involves the ability to examine reality and move forward towards the main goal. Identifying opportunities and utilizing crisis as motivators play important roles in moving forward.
Despite the obvious similarities, Kotter’s eight-stage process and Collins’ transformation process seem have marked differences. Kotter underlines the need for vision and strategy along with communications and short-term wins. Collins, on the other hand, seems to rely on a culture of discipline as a way of eliminating many negatives and facilitating success. Upon closer examination, however, these differences have familiar roots. The common denominator is the human factor – our talents, abilities, and attitudes dictate the outcome of any undertaking.
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
