John P. Kotter

Most organizational change initiatives fail spectacularly (at worst) or deliver lukewarm results (at best). In his international bestseller "Leading Change," John Kotter revealed why change is so hard, and provided an actionable, eight-step process for implementing successful transformations. The book became the change bible for managers worldwide. Now, in "A Sense of Urgency," Kotter shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change. Why focus on urgency? Without it, any change effort is doomed. Kotter reveals the insidious nature of complacency in all its forms and guises. In this exciting new book, Kotter explains: (1) How to go beyond "the business case" for change to overcome the fear and anger that can suppress urgency, (2) Ways to ensure that your actions and behaviors -- not just your words -- communicate the need for change, and (3) How to keep fanning the flames of urgency even after your transformation effort has scored some early successes. Written in Kotter's signature no-nonsense style, this concise and authoritative guide helps you set the stage for leading a successful transformation in your company. - Publisher.

With the relentless change and escalating uncertainty that define our times, the need for strong leadership in business, government, and society has never been greater. Careers, customers, and communities all suffer in a poorly run enterprise. Sure to be eagerly embraced by Kotter's huge global following, John P. Kotter on What Leaders Really Do provides an invaluable opportunity to consider the core issues that lie at the heart of leadership and to rethink our own relationship to the work of leaders.

He was one of the most inspirational role models of all time. Thrown into poverty at age four, Konosuke Matsushita (Mat-SOSH-ta) struggled with the early deaths of family members, an apprenticeship which demanded sixteen-hour days at age nine, all the problems associated with starting a business with neither money nor connections, the death of his only son, the Great Depression, the horror of World War II in Japan, and more. Yet John P. Kotter shows in this fascinating and instructive book how, instead of being ground down by these hardships, Matsushita grew to be a fabulously successful entrepreneur and business leader, the founder of Japan's General Electric: the $65 billion a year Matsushita Electric Corporation. His accomplishments as a leader, author, educator, philanthropist, and management innovator are astonishing, and outshine even Soichiro Honda, J.C. Penny, Sam Walton, and Henry Ford. In this immensely readable book, Kotter relates how Matsushita created a large business, invented management practices that are increasingly being used today, helped lead his country's economic miracle after World War II, wrote dozens of books in his latter years, founded a graduate school of leadership, created Japan's version of a Nobel Prize, and gave away hundreds of millions to good causes. Matsushita Leadership is both a biography and a set of lessons for careers and corporations in the 21st century. An inspirational story and a business primer, the implications are powerful, for organizations and for living a meaningful life.

What will it take to bring your organization successfully into the twenty-first century? The world's foremost expert on business leadership distills twenty-five years of experience and wisdom based on lessons he has learned from scores of organizations and businesses to write this visionary guide. The result is a very personal book that is at once inspiring, clear-headed, and filled with important implications for the future. The pressures on organizations to change will only increase over the next decades. Yet the methods managers have used in the attempt to transform their companies into stronger competitors -- total quality management, reengineering, right sizing, restructuring, cultural change, and turnarounds -- routinely fall short, says Kotter, because they fail to alter behavior. Emphasizing again and again the critical need for leadership to make change happen, Leading Change provides the vicarious experience and positive role models for leaders to emulate. The book identifies an eight-step process that every company must go through to achieve its goal, and shows where and how people -- good people -- often derail. Reading this highly personal book is like spending a day with John Kotter. It reveals what he has seen, heard, experienced, and concluded in many years of working with companies to create lasting transformation. The book is an inspirational yet practical resource for everyone who has a stake in orchestrating changes in their organization. In Leading Change we have unprecedented access to our generation's master of leadership. - Jacket flap.

Explains what effective corporate leadership is. Demonstrates through case studies how poor management and superior management affected different firms. Describes executive development programs and practices that increase the quality and quantity of leadership.

The author destroys the myth of the professional manager who can be successful in any organization. He provides new insight into the nature of modern mangement and the tactics of its most accomplished practitioners.

SCC library has 1983-current.

As CEO, you set the tone for your organization. You establish priorities, anticipate and address challenges, champion and lead change efforts, set people up for success, and manage risk. You look at issues and trends to see how they'll affect your company internally, but also externally--in the larger context of your industry, your country, and your company's place in the global marketplace. You maintain a long-term view while simultaneously paying attention to short-term concerns. And though you may have a great senior executive team and a top-flight board, ultimately the responsibility rests on your shoulders.--

Our Iceberg is Melting is a simple fable about doing well in an ever-changing world. Based on the award-winning work of Harvard's John Kotter, it is a story that has been used to help thousands of people and organizations. The fable is about a penguin colony in Antarctica. A group of beautiful emperor penguins live as they have for many years. Then one curious bird discovers a potentially devastating problem threatening their home -- and pretty much no one listens to him. The characters in the story, Fred, Alice, Louis, Buddy, the Professor, and NoNo, are like people we recognize -- even ourselves. Their tale is one of resistance to change and heroic action, seemingly intractable obstacles and the most clever tactics for dealing with those obstacles. It's a story that is occurring in different forms all around us today -- but the penguins handle the very real challenges a great deal better than most of us. Our Iceberg is Melting is based on pioneering work that shows how Eight Steps produce needed change in any sort of group. It's a story that can be enjoyed by anyone while at the same time providing invaluable guidance for a world that just keeps moving faster and faster. - Jacket flap.

This presentation explores the qualities and character of a successful leader.

The New Rules reveals what it takes to succeed in the post-corporate world. Based on a landmark twenty-year study of 115 members of the Harvard Business School's Class of 1974, Kotter describes how the globalization of markets and competition - the powerful economic aftershock of the oil crisis of 1973 - is altering career paths, wage levels, the structure and functioning of corporations, and the very nature of work itself. Kotter shows how these resourceful men and women, confronting the toughest economy in memory, have nevertheless found exciting and fulfilling careers and are on the road to amassing, mostly through smaller enterprises, personal net worths of many millions of dollars. Through revealing personal profiles of these successful individuals and data from questionnaires completed by the Class of '74 over two decades, Kotter shows that, today, conventional career paths through large corporations no longer lead to success as they once did (New Rule #1). But at the same time, Kotter explains, globalization is creating larger markets and enormous new opportunities (New Rule #2) for those with the education, motivation, and talent - and equally large hazards for others who fear competition and overvalue security. From his year-by-year analysis of the choices, actions, successes, and failures of the members of the Class of '74, Kotter persuasively documents that the greatest opportunities have shifted away from large bureaucratic companies to smaller or more entrepreneurial ones (New Rule #3); and away from professional management in manufacturing to consulting and other service industries (New Rule #4), leadership (New Rule #5), and financial deal making (New Rule #6). In conclusion, Kotter demonstrates how the successful use of these new strategies requires high personal standards and a strong desire to win (New Rule #7), and a willingness to continue to learn over an entire lifetime (New Rule #8). The New Rules will become the touchstone for future generations of managers, students, entrepreneurs, small business owners, and anyone aspiring to a more profitable and satisfying life at work.

This book goes into depth on research that shows how DevOps techniques can make technology organizations more effective. Fundamentally, they can help create generative team cultures which in turn leads to higher performance, better retention and better outcomes. The book shares multiple years of research from the State of DevOps reports.

Harvard Business School Professor John Kotter and other experts, William Sahlman and Malcolm Salter share their views on the topics of leadership, entrepreneurship, and employees.