| HBS Case Collection
(Revised from original 1988 version)
Presents a conceptual framework for understanding the process of leading organizational change. Change leaders must create dissatisfaction with the status quo, develop a vision of the future state, and manage a process that sequences and orchestrates events and changes in such a way that internal commitment is developed and resistance reduced. Practical suggestions for developing these conditions for change are provided.
Keywords: Organizational Change and Adaptation;
Beer, Michael. "Leading Change." Harvard Business School Background Note 488-037, January 2007. (Revised from original January 1988 version.)