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Change Leadership: The Kotter Collection

by Dan S. Cohen John P. Kotter

Change Leadership: The Kotter Collection

The Heart of Change: Appealing to the Heart, Not the Mind

by Dan S. Cohen John P. Kotter

People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings. This is especially the case in large-scale organizational change, where you're dealing with new technologies, mergers and acquisitions, restructurings, new strategies, cultural transformation, globalization and e-business. To understand why some organizations are leaping into the future more successfully than others, you need to understand the flow of effective large-scale change efforts.

The Heart of Change: Real-Life Stories of How People Change Their Organizations

by Dan S. Cohen John P. Kotter

Moving beyond the process of changeWhy is change so hard? Because in order to make any transformation successful, you must change more than just the structure and operations of an organization-you need to change people's behavior. And that is never easy.The Heart of Change is your guide to helping people think and feel differently in order to meet your shared goals. According to bestselling author and renowned leadership expert John Kotter and coauthor Dan Cohen, this focus on connecting with people's emotions is what will spark the behavior change and actions that lead to success. Now freshly designed, The Heart of Change is the engaging and essential complement to Kotter's worldwide bestseller Leading Change.Building off of Kotter's revolutionary eight-step process, this book vividly illustrates how large-scale change can work. With real-life stories of people in organizations, the authors show how teams and individuals get motivated and activated to overcome obstacles to change-and produce spectacular results. Kotter and Cohen argue that change initiatives often fail because leaders rely too exclusively on data and analysis to get buy-in from their teams instead of creatively showing or doing something that appeals to their emotions and inspires them to spring into action. They call this the see-feel-change dynamic, and it is crucial for the success of any true organizational transformation.Refreshingly clear and eminently practical, The Heart of Change is required reading for anyone facing the challenges inherent in leading change.

Recruiting at Bowles Hollowell Conner & Co.

by Herminia Ibarra John P. Kotter John J. Gabarro Andrew Burtis

Examines the recruiting process of Bowles Hollowell Conner & Co. (BHC), an investment banking firm known for its work with middle market companies. Specifically, presents a profile of the firm and its recruiting process and then examines that process through the firm's recruiting efforts at Harvard Business School (HBS). Includes the resumes of 17 second-year HBS students who sought interviews for an associate position with BHC and raises the issue of how interview selections were made from those resumes.

Leadership, Strategy and Innovation/Innovation in Health Care Collection

by Jon R. Katzenbach Clayton M. Christensen Renée Mauborgne W. Chan Kim William W. George Daniel Goleman Peter F. Drucker Thomas H. Lee Elizabeth Olmsted Teisberg Michael E. Porter John P. Kotter

How can management cure health care's ills? This digital collection, curated by Harvard Business Review, includes the ideas and best practices for transforming health care.

Accelerate

by John P. Kotter

Based on the award-winning article in Harvard Business Review, from global leadership expert John Kotter. It's a familiar scene in organizations today: a new competitive threat or a big opportunity emerges. You quickly create a strategic initiative in response and appoint your best people to make change happen. And it does--but not fast enough. Or effectively enough. Real value gets lost and, ultimately, things drift back to the default status. Why is this scenario so frequently repeated in industries and organizations across the world? In the groundbreaking new book Accelerate (XLR8), leadership and change management expert, and best-selling author, John Kotter provides a fascinating answer--and a powerful new framework for competing and winning in a world of constant turbulence and disruption. Kotter explains how traditional organizational hierarchies evolved to meet the daily demands of running an enterprise. For most companies, the hierarchy is the singular operating system at the heart of the firm. But the reality is, this system simply is not built for an environment where change has become the norm. Kotter advocates a new system--a second, more agile, network-like structure that operates in concert with the hierarchy to create what he calls a "dual operating system"--one that allows companies to capitalize on rapid-fire strategic challenges and still make their numbers. Accelerate (XLR8) vividly illustrates the five core principles underlying the new network system, the eight Accelerators that drive it, and how leaders must create urgency in others through role modeling. And perhaps most crucial, the book reveals how the best companies focus and align their people's energy and urgency around what Kotter calls the big opportunity. If you're a pioneer, a leader who knows that bold change is necessary to survive and thrive in an ever-changing world, this book will help you accelerate into a better, more profitable future.

Accelerate!

by John P. Kotter

Article

Accelerate

by John P. Kotter

Based on the award-winning article in Harvard Business Review, from global leadership expert John Kotter.It's a familiar scene in organizations today: a new competitive threat or a big opportunity emerges. You quickly create a strategic initiative in response and appoint your best people to make change happen. And it does-but not fast enough. Or effectively enough. Real value gets lost and, ultimately, things drift back to the default status.Why is this scenario so frequently repeated in industries and organizations across the world? In the groundbreaking new book Accelerate (XLR8), leadership and change management expert, and best-selling author, John Kotter provides a fascinating answer-and a powerful new framework for competing and winning in a world of constant turbulence and disruption.Kotter explains how traditional organizational hierarchies evolved to meet the daily demands of running an enterprise. For most companies, the hierarchy is the singular operating system at the heart of the firm. But the reality is, this system simply is not built for an environment where change has become the norm. Kotter advocates a new system-a second, more agile, network-like structure that operates in concert with the hierarchy to create what he calls a "dual operating system"-one that allows companies to capitalize on rapid-fire strategic challenges and still make their numbers.Accelerate (XLR8) vividly illustrates the five core principles underlying the new network system, the eight Accelerators that drive it, and how leaders must create urgency in others through role modeling. And perhaps most crucial, the book reveals how the best companies focus and align their people's energy and urgency around what Kotter calls the big opportunity.If you're a pioneer, a leader who knows that bold change is necessary to survive and thrive in an ever-changing world, this book will help you accelerate into a better, more profitable future.

Accelerate

by John P. Kotter

Based on the award-winning article in Harvard Business Review, from global leadership expert John Kotter.It's a familiar scene in organizations today: a new competitive threat or a big opportunity emerges. You quickly create a strategic initiative in response and appoint your best people to make change happen. And it does-but not fast enough. Or effectively enough. Real value gets lost and, ultimately, things drift back to the default status.Why is this scenario so frequently repeated in industries and organizations across the world? In the groundbreaking new book Accelerate (XLR8), leadership and change management expert, and best-selling author, John Kotter provides a fascinating answer-and a powerful new framework for competing and winning in a world of constant turbulence and disruption.Kotter explains how traditional organizational hierarchies evolved to meet the daily demands of running an enterprise. For most companies, the hierarchy is the singular operating system at the heart of the firm. But the reality is, this system simply is not built for an environment where change has become the norm. Kotter advocates a new system-a second, more agile, network-like structure that operates in concert with the hierarchy to create what he calls a "dual operating system"-one that allows companies to capitalize on rapid-fire strategic challenges and still make their numbers.Accelerate (XLR8) vividly illustrates the five core principles underlying the new network system, the eight Accelerators that drive it, and how leaders must create urgency in others through role modeling. And perhaps most crucial, the book reveals how the best companies focus and align their people's energy and urgency around what Kotter calls the big opportunity.If you're a pioneer, a leader who knows that bold change is necessary to survive and thrive in an ever-changing world, this book will help you accelerate into a better, more profitable future.

Anchoring New Approaches in the Culture: Overcoming Barriers to Organizational Change

by John P. Kotter

When the new practices made in a transformation effort are not compatible with the relevant cultures, they will always be subject to regression. Changes in a work group, a division, or an entire company can come undone, even after years of effort, because the new approaches haven't been anchored firmly in group norms and values. This chapter was originally published as Chapter 10 of "Leading Change."

Behave with Urgency Every Day: Winning the Hearts and Minds of Change Agents

by John P. Kotter

Almost everyone is too busy today. But when you're going from one meeting to the next, all on different topics, all run inefficiently, attitudes and feelings about urgency drain out through sheer exhaustion. A steadily growing wave of people behaving with real urgency each and every day can help organizations conquer cynicism and negativity.

Bring the Outside In: Increasing True Urgency by Winning Hearts and Minds

by John P. Kotter

Organizations of any size or age tend to be too internally oriented. The disconnect between what insiders see, feel, and think, on the one hand, and external opportunities and hazards, on the other, can be astonishing. This inside-outside gap always reduces an organization's sense of urgency, and must be diminished if organizations hope to implement change successfully.

Buy-In

by John P. Kotter

You've got a good idea. You know it could make a crucial difference for you, your organization, your community. You present it to the group, but get confounding questions, inane comments, and verbal bullets in return. Before you know what's happened, your idea is dead, shot down. You're furious. Everyone has lost: Those who would have benefited from your proposal. You. Your company. Perhaps even the country.It doesn't have to be this way, maintain John Kotter and Lorne Whitehead. In Buy-In, they reveal how to win the support your idea needs to deliver valuable results. The key? Understand the generic attack strategies that naysayers and obfuscators deploy time and time again. Then engage these adversaries with tactics tailored to each strategy. By "inviting in the lions" to critique your idea--and being prepared for them--you'll capture busy people's attention, help them grasp your proposal's value, and secure their commitment to implementing the solution.The book presents a fresh and amusing fictional narrative showing attack strategies in action. It then provides several specific counterstrategies for each basic category the authors have defined--including:· Death-by-delay: Your enemies push discussion of your idea so far into the future it's forgotten.· Confusion: They present so much data that confidence in your proposal dies.· Fearmongering: Critics catalyze irrational anxieties about your idea.· Character assassination: They slam your reputation and credibility.Smart, practical, and filled with useful advice, Buy-In equips you to anticipate and combat attacks--so your good idea makes it through to make a positive change.

Communicating the Change Vision: Overcoming Barriers to Organizational Change

by John P. Kotter

Communicating a vision for change and gaining understanding and commitment to a new direction is never an easy task, especially in large enterprises. However, the new vision must be constantly and effectively communicated in order to create a shared sense of a desirable future, which helps motivate and coordinate the transformation effort. This chapter was originally published as Chapter 6 of "Leading Change."

Complacency and False Urgency: Barriers to Successful Change

by John P. Kotter

The first step in creating a true sense of urgency is to deeply understand its opposites: complacency and false urgency. This chapter shows you how to spot red flag behavior and help others see the problem.

Consolidating Gains and Producing More Change: Overcoming Barriers to Organizational Change

by John P. Kotter

Major change often takes a long time, especially in big organizations. Short term wins are essential to keep the change effort going, but the celebration of those wins can be lethal if urgency is lost. If you let up before the job is done, critical momentum can be lost and regression may follow. This chapter was originally published as Chapter 9 of "Leading Change."

Corporate Culture and Performance

by John P. Kotter

Going far beyond previous empirical work, John Kotter and James Heskett provide the first comprehensive critical analysis of how the "culture" of a corporation powerfully influences its economic performance, for better or for worse. Through painstaking research at such firms as Hewlett-Packard, Xerox, ICI, Nissan, and First Chicago, as well as a quantitative study of the relationship between culture and performance in more than 200 companies, the authors describe how shared values and unwritten rules can profoundly enhance economic success or, conversely, lead to failure to adapt to changing markets and environments. With penetrating insight, Kotter and Heskett trace the roots of both healthy and unhealthy cultures, demonstrating how easily the latter emerge, especially in firms which have experienced much past success. Challenging the widely held belief that "strong" corporate cultures create excellent business performance, Kotter and Heskett show that while many shared values and institutionalized practices can promote good performances in some instances, those cultures can also be characterized by arrogance, inward focus, and bureaucracy -- features that undermine an organization's ability to adapt to change. They also show that even "contextually or strategically appropriate" cultures -- ones that fit a firm's strategy and business context -- will not promote excellent performance over long periods of time unless they facilitate the adoption of strategies and practices that continuously respond to changing markets and new competitive environments. Fundamental to the process of reversing unhealthy cultures and making them more adaptive, the authors assert, is effective leadership. At the heart of this groundbreaking book, Kotter and Heskett describe how executives in ten corporations established new visions, aligned and motivated their managers to provide leadership to serve their customers, employees, and stockholders, and thus created more externally focused and responsive cultures.

Creating the Guiding Coalition: Overcoming Barriers to Organizational Change

by John P. Kotter

Because major change is so difficult to accomplish, a powerful force is required to sustain the process. A strong guiding coalition is always needed-one with the right composition, level of trust, and shared objective. This chapter was originally published as Chapter 4 of "Leading Change."

Deal with NoNos: Increasing True Urgency and Managing People Who Resist Change

by John P. Kotter

A NoNo is more than a skeptic-he is, in essence, an urgency killer. He's always ready with ten reasons why the current situation is fine, why the problems and challenges others see don't exist, or why you need more data before acting. This chapter describes methods for preventing difficult people from derailing change.

Developing a Vision and Strategy: Overcoming Barriers to Organizational Change

by John P. Kotter

Leading change successfully requires a basic vision, or a picture of the future with some implicit or explicit commentary on why people should strive to create that future. A strong vision clarifies the general direction of change, motivates people to take action in the right direction, and helps coordinate the actions of different people in a fast and efficient way. This chapter was originally published as Chapter 5 of "Leading Change."

Empowering Employees for Broad-Based Action: Overcoming Barriers to Organizational Change

by John P. Kotter

With the right structure, training, systems, and supervisors to build on a well-communicated vision, increasing numbers of firms are finding that they can tap an enormous source of power to improve organizational performance-they can mobilize hundreds or thousands of people to help provide leadership to produce needed changes. This chapter was originally published as Chapter 7 of "Leading Change."

Establishing a Sense of Urgency: Overcoming Barriers to Organizational Change

by John P. Kotter

Creating change in any organization is extremely difficult and requires a large number of employees to collaborate effectively. Creating a sense of urgency is crucial to inspiring needed cooperation, initiative, and willingness to make sacrifices. This chapter was originally published as Chapter 3 of "Leading Change."

Find Opportunity in Crises: Increasing True Urgency by Winning Hearts and Minds

by John P. Kotter

Crises are not necessarily bad and may, under certain conditions, actually be required to succeed in an increasingly changing world. Even people who are solidly content with the status quo will begin to act differently if a fire starts on the floor beneath their feet. With fire spreading around them, everyone moves, the status quo is eliminated, and a new beginning is possible.

Force For Change

by John P. Kotter

The critics who despair of the coming of imaginative, charismatic leaders to replace the so-called manipulative caretakers of American corporations don't tell us much about what leadership actually is, or, for that matter, what management is either. Now, John P. Kotter, who focused on why we have a leadership crisis in The Leadership Factor shows here, with compelling evidence, what leadership really means today, why it is rarely associated with larger-than-life charismatics, precisely how it is different from management, and yet why both good leadership and management are essential for business success, especially for complex organizations operating in changing environments. Leadership, Kotter clearly demonstrates, is for the most part not a god-like figure transforming subordinates into superhumans, but is in fact a process that creates change -- a process which often involves hundreds or even thousands of "little acts of leadership" orchestrated by people who have the profound insight to realize this. Building on his landmark study of 15 successful general managers, Kotter presents detailed accounts of how senior and middle managers in major corporations, in close concert with colleagues and subordinates, were able to create a leadership process that put into action hundreds of commonsense ideas and procedures that, in combination with competent management, produced extraordinary results. This leadership turned NCR from a loser to a big winner in automated teller machines, despite intense competition from IBM. The same process at American Express and SAS helped businesses grow dramatically despite the fact that they were "mature" and "commodity-like." Kotter also shows how leadership turned around operations at P&G and Kodak; produced huge business successes at PepsiCo, ARCO, and ConAgra; and made the impossible occasionally happen at Digital. Thousands of companies today are overmanaged and underled, John Kotter concludes, not because managers lack charisma, but because far too few executives have a clear understanding of what leadership is and what it can accomplish. Without such a vision, even the most capable people have great difficulty trying to lead effectively and to create the cultures which will help others to lead.

Fred Henderson

by John P. Kotter

Focuses on the management style of Fred Henderson in the context of a relatively stable business environment within Xerox Corporation. To be contrasted with the case, Renn Zaphiropoulos and the videotape, A Day with Renn Zaphiropoulos (9-881-501), which are appropriate for a more dynamic environment.

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