Books by 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.

Markeder opstår og forandrer sig hurtigere end nogensinde. Og mens traditionelle organisationer forsøger at tilpasse sig de nye vilkår, indhenter hurtigere opkomlinge deres forspring og snupper kunderne. Baseret på sin prisvindende artikel i Harvard Business Review viser John P. Kotter, hvordan virksomheder skifter silotænkning ud med strategisk smidighed. Løsningen er et dobbelt styresystem, hvor et klassisk hierarki sørger for stabilitet og drift, mens et tværgående agilt netværk står for at udvikle fremdrift. Kombinationen giver en dynamisk organisation, der løser sine opgaver effektivt, men også kan skifte gear, når kravene ændrer sig. Acceleration giver brændstof til enhver, der vil tune sin virksomhed og forblive i front.

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.

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 organizationyou need to change peoples 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 peoples 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 Kotters worldwide bestseller Leading Change.Building off of Kotters 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 changeand 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.

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 "e;inviting in the lions"e; 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.

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: How to go beyond "e;the business case"e; for change to overcome the fear and anger that can suppress urgency Ways to ensure that your actions and behaviors -- not just your words -- communicate the need for change How to keep fanning the flames of urgency even after your transformation effort has scored some early successesWritten 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.