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This charming story about a penguin colony in Antarctica illustrates key truths about how to deal with the issue of change: handle the challenge well and you can prosper greatly; handle it poorly and you put yourself at risk.

The penguins are living happily on their iceberg as they have done for many years. Then, one curious penguin discovers a potentially devastating problem threatening their home - and pretty much no one listens to him.

The characters in this fable are like people we recognise, even ourselves. Their story is one of resistance to change and heroic action, confusion and insight, seemingly intractable obstacles and the most clever tactics for dealing with those obstacles. It is a story that is occurring in different forms around us today - but the penguins handle change a great deal better than most of us.

Based on John Kotter's pioneering work on how to make smart change happen faster and better, the lessons you can learn will serve you well in your job, in your family, and in your community. And these lessons are becoming ever more important as the world around us changes faster and faster.

©2006 John Kotter and Holger Rathgeber (P)2006 Macmillan Publishers Ltd

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    4 out of 5 stars
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  • Kannan
  • 21/06/2007

Fantastic !

I am neither a big fan of the 13 steps to glory , nor am I a fan of inferring moral of the story from cute tales, this book does the two things fabulously well ! If you have been a six sigma black belt or have been in positions of lesser influence to drive change, this book beautifully describes the ingredients necessary for change. When I reviewed my own current struggle with change, I was able to instantly identify missing personalities and missing actions that could dramatically improve our probability of success. Strongly recommend the book !

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  • Michael Thiehofe
  • 29/10/2011

Wonderful Fable

The leading change management expert John Kotter transfers the serious results of his research to this marvelous fable, which is a must for all managers, who want to introduce change processes into their organizations. Everyone will recognize the "NoNos" immediately.