Bücher von John P. Kotter

The international bestsellernow with a new preface by author John Kotter.Millions worldwide have read and embraced John Kotters ideas on change management and leadership.From the ill-fated dot-com bubble to unprecedented M&A activity to scandal, greed, and ultimately, recessionweve learned that widespread and difficult change is no longer the exception. Its the rule. Now with a new preface, this refreshed edition of the global bestseller Leading Change is more relevant than ever.John Kotters now-legendary eight-step process for managing change with positive results has become the foundation for leaders and organizations across the globe. By outlining the process every organization must go through to achieve its goals, and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work. Leading Change is widely recognized as his seminal work and is an important precursor to his newer ideas on acceleration published in Harvard Business Review.Needed more today than at any time in the past, this bestselling business book serves as both visionary guide and practical toolkit on how to approach the difficult yet crucial work of leading change in any type of organization. Reading this highly personal book is like spending a day with the worlds foremost expert on business leadership. Youre sure to walk away inspiredand armed with the tools you need to inspire others. Published by Harvard Business Review Press.

Based on the award-winning article in Harvard Business Review, from global leadership expert John Kotter.Its 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 doesbut 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 answerand 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 systema second, more agile, network-like structure that operates in concert with the hierarchy to create what he calls a dual operating systemone 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 peoples energy and urgency around what Kotter calls the big opportunity.If youre 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.

Der neue "Kotter":innovativ und hochaktuell.So bleiben Unternehmen wettbewerbsfähig und profitabelWer zukünftig erfolgreich auf Märkten agieren will, muss sich einem enormen Innovationsdruck und rapidem Wandel stellen und die Unternehmensorganisation daran anpassen. Kotter beschreibt in seinem neuen Buch, wie das gelingen kann: durch eine dual operierende Organisationsform, die die Sicherheit und Effizienz etablierter Organisationsstrukturen mit der Agilität und Schnelligkeit von Netzwerkstrukturen zusammenführt. Denn nur so bleiben Unternehmen langfristig wettbewerbsfähig und profitabel.Der ErfolgsautorJohn P. Kotter erhielt bereits im Alter von 33 Jahren eine Professur an der Harvard Business School. Er gilt als Doyen des Change-Managements. Seine Bücher wurden in über 70 Sprachen übersetzt und millionenfach verkauft.Ein "Muss"für Führungskräfte, Business Developer und Organisationsentwickler.

Transformieren Sie Ihre Organisation mit Geschwindigkeit und Effizienz! Schrittweise Verbesserungen reichen nicht mehr aus, um Organisationen dabei zu helfen, die Komplexität, Unsicherheit und Volatilität der heutigen Welt zu bewältigen. In "Change" erforschen die Autoren John P. Kotter, Vanessa Akhtar und Gaurav Gupta, wie Sie nicht-lineare, dramatische Veränderungen in Ihrer Organisation meistern können. Sie werden die aufkommende "Wissenschaft des Wandels" entdecken, die uns lehrt, wie man Organisationen aufbaut - von Unternehmen bis hin zu Regierungen -, die sich schnell verändern und anpassen können.Im Buch erfahren Sie:- warum die Fähigkeit von Organisationen, mit Bedrohungen umzugehen und Chancen angesichts immer größerer Komplexität und Unsicherheit zu nutzen, ernsthaft in Frage gestellt wird.- detaillierte, evidenzbasierte und umsetzbare Lösungen für den Umgang mit institutionellem Widerstand gegen Veränderungen. - Fallstudien und Erfolgsgeschichten von Organisationen, die die Fähigkeit, sich schnell zu verändern, erfolgreich in ihre DNA eingebaut haben. - einen allgemeingültigen Ansatz, um die Ergebnisse verschiedener Veränderungsbemühungen dramatisch zu verbessern, einschließlich: Strategieumsetzung, digitale Transformation, Umstrukturierung und mehr. Kotters neuestes Buch ist perfekt für Manager, Führungskräfte und Leiter in Unternehmen aller Arten und Größen. Nicht nur für sie, sondern auch für andere Fachleute, die diese Organisationen betreuen, wird sich "Change" als wertvolle Bereicherung erweisen. Das Buch ist ideal für alle, die einen bewährten Ansatz für die Erreichung von schnellen, nachhaltigen und umfassenden Ergebnissen suchen.

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.

This title details the essential qualifications of the successful manager in terms of their detailed knowledge of their industry, products, technology, and markets and their co-operative relationships with colleagues.

This 20-year study of the 115 members of Harvard Business School's Class of '74 identifies the factors that influenced their career decisions and explores the breakthroughs that brought them wealth, satisfaction and security during a time of intense economic volatility.