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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.

Build the Guiding Team: Toward Successful Large-Scale Change

by John P. Kotter Dan S. Cohen

Any team that is going to make change happen has to be emotionally committed and trusting of each other. This chapter describes the characteristics of effective guiding teams and shows you how to assemble a team of the right people, with the appropriate skills, leadership capacity, organizational credibility, and the connections to handle organizational change.

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.

Change Leadership: The Kotter Collection

by Dan S. Cohen John P. Kotter

Change Leadership: The Kotter Collection

Changing the Culture at British Airways

by John P. Kotter James K. Leahey

In just 10 years, 1980-1990, British Airways turned around both its declining image and financial situation. Focusing on the paramount importance of customer service, British Airways went from "bloody awful" to "bloody awesome." Experiencing a financial crisis in 1981 and trying to meet the challenges of privatization helped the people at British Airways focus on changing their culture through reorganization and instituting new beliefs.

Communicate for Buy-In: Toward Successful Large-Scale Change

by John P. Kotter Dan S. Cohen

In successful change efforts, the direction of change is widely communicated for both understanding and gut-level buy-in. This chapter guides you through this step in the change process, highlighting some of the reasons vision communication typically fails, and providing examples of what it looks like when organizations succeed at getting as many people as possible acting to make the change vision a reality.

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.

Corporate Culture and Performance

by John P. Kotter James L. Heskett

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.

Create Short-Term Wins: Toward Successful Large-Scale Change

by John P. Kotter Dan S. Cohen

People are more likely to endorse change when they have short-term, achievable goals. Sufficient wins that are visible, timely, unambiguous, and meaningful to others, motivate people and hasten change.

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."

Don't Let Up: Toward Successful Large-Scale Change

by John P. Kotter Dan S. Cohen

After short-term wins have been achieved, and momentum built, leaders must continue to maintain a sense of urgency about change and not declare victory prematurely. This chapter describes how some organizations have tackled the challenge of keeping energy and urgency up through wave after wave of change.

Empower Action: Toward Successful Large-Scale Change

by John P. Kotter Dan S. Cohen

In highly successful change efforts, when people begin to understand and act on a change vision, you remove barriers in their paths. This chapter demonstrates how to remove common sources of employee disempowerment using examples from several organizations.

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."

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