IntroductionA famous Greek philosopher, Heraclitus, once said, “Change is the only constant.” This can also be said about business. “Business as usual” is no longer the world of eight to five, Monday to Friday, with the safety net of conquering the market in your selected region. As Thomas Friedman's bestselling book “The World is Flat” states, due to globalization and technological advances, “the world is on a level playing field, where all competitors around the world have an equal opportunity to compete,” in a global market which historically and geographically was impossible several decades ago (Ref n. 1). In light of this, the authors of “The Heart of Change,” John Kotter and David Cohen (2002) and the textbook “Organizational Behavior and Management” by Ivancevich, Konopaske, and Matteson (2011) have written respective books on implementation of effective change in an organization. While each book offers similar insights into change through organizational behavior, there are slight differences. One author provides information through the use of case studies and opinion, while the other relies on academic work through theories, research and supporting evidence. In the following paragraphs, there will be a careful comparison between Kotter's eight-step change model for implementing change effectively and successfully, as outlined in the book "The Heart of Change" and the textbook "Behavior and Management organization", by Ivancevich, Konopaske, and Matteson, (2011). DiscussionIn a world of turbulence and fast-moving players, companies must constantly act to change the way they do business to keep up with the competition, or face the possibility of extinction. As Jack Welch said, “If the rate of change is the center of the paper… for change to stick, it must become the core of the organization. The structure of the corporate culture must support the new ways of operating. Everyone must refuse to accept victory as the new status quo. To make it stick, it must be ingrained in new employees through orientations. Leaders must publicly recognize the people who promoted and supported the initiative, as well as create plans to replace the leaders who spearheaded this effort so that their work is not lost as they move forward. Conclusion Successful change requires a thoughtful plan that builds a solid foundation that allows lasting change to occur. Although not listed in “The Heart of Change,” I would say that patience is the foundation for successfully implementing his Eight Steps. Rushing the process and having unrealistic expectations can derail your plans for change to happen.