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Accelerate: Building Strategic Agility for a Faster-Moving World (Englisch) Gebundene Ausgabe – 8. April 2014

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Produktinformation

  • Gebundene Ausgabe: 224 Seiten
  • Verlag: Harvard Business Review Press (8. April 2014)
  • Sprache: Englisch
  • ISBN-10: 1625271743
  • ISBN-13: 978-1625271747
  • Größe und/oder Gewicht: 2,5 x 15,2 x 21,6 cm
  • Durchschnittliche Kundenbewertung: 5.0 von 5 Sternen  Alle Rezensionen anzeigen (2 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 4.893 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)

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Produktbeschreibungen

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“A Top Shelf Best Business Book pick of the Year: Strategy” — strategy+business magazine

“One of the Best Leadership Books of the Year” — Inc.

Über den Autor und weitere Mitwirkende

John P. Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School, and is widely regarded as the world’s foremost authority on leadership and change. In recent years Kotter and his firm, Kotter International, have helped numerous organizations, both public and private, build dual operating systems to drive growth and accelerate strategy. He predicts that such systems are the key to sustained success in the twenty-first century—for shareholders, customers, employees, and organizations across all industries and sectors. For more information visit kotterinternational.com/accelerate.


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7 von 7 Kunden fanden die folgende Rezension hilfreich Von Stephan Teuber, Loquenz Unternehmensberatung GmbH am 28. November 2014
Format: Gebundene Ausgabe Verifizierter Kauf
Im Dezember 2012 hat es sich im Harvard Business Manager mit seinem Beitrag „Die Kraft der zwei Systeme“ angekündigt – der Altmeister des Change Managements (vgl. u.a. „Leading Change“) legt nach. Worum geht es in seinem sozusagen „Spätwerk“?

Kotters Leitfrage: Wie kann ich strategischen Herausforderungen schnell genug, agil und kreativ begegnen, um den Vorteil eines sich öffnendes „Fenster der Möglichkeiten“ zu nutzen – bevor es sich allzu schnell wieder schließt. Neben dem entsprechenden Umgang im Rahmen der Linienorganisation, wie er es in Leading Change beschrieben hat, geht es ihm jetzt um ein zusätzliches zweites System, das für Geschwindigkeit und Agilität sorgt. Die Stärke des alten Systems sind für ihn Effizienz und Zuverlässigkeit Kotter geht es um die Kraft der zwei Systeme. Er versteht sein Werk als ein Buch über Pioniere – für Pioniere!

Im ersten Kapitel zeigt der Autor die Grenzen der klassischen hierarchischen Organisation auf. Im zweiten Kapitel begründet er, warum es ein duales operatives System braucht, um die Gelegenheit zu ergreifen; und wie dies strukturiert sein sollte. Dabei formuliert er wenige Grundprinzipien:
- Wichtige Veränderungen werden von vielen Mitarbeitern vorangetrieben und von überall – nicht nur von den üblichen ChangeAgents.
- Es geht um ein Mindset im Stile eines „machen“, nicht eines „müssen“.
- Aktionen, die von Kopf und Herz getrieben sind, nicht nur vom Kopf.
- Mehr Leadership, nicht mehr Management.
- Unzertrennbare Partnerschaft zwischen Hierarchie und Netzwerk – nicht nur eine erweiterte Hierarchie.

Und acht Beschleuniger:
1.
Lesen Sie weiter... ›
Kommentar War diese Rezension für Sie hilfreich? Ja Nein Feedback senden...
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Wir konnten Ihre Stimmabgabe leider nicht speichern. Bitte erneut versuchen
Format: Gebundene Ausgabe Verifizierter Kauf
Dieses Buch ist ein MUSS für alle, die sich mit Change, Veränderung, Verbesserung oder Führung beschäftigen. Im Grunde sollte es zur Standardlektüre jeder Führungskraft gehören. Es werden einem viele Dinge klar, die in größeren Unternehmen schief laufen.
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Die hilfreichsten Kundenrezensionen auf Amazon.com (beta)

Amazon.com: 46 Rezensionen
23 von 23 Kunden fanden die folgende Rezension hilfreich
Kotter's new book about agility in times of turbulence: Too much rehash of some of his previous thinking 31. Mai 2014
Von Grim Gjønnes - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe Verifizierter Kauf
The book is a well-argued case for the need for strategic agility in times of business turbulence. It has also an interesting concept of a 'dual operating system', namely an agile network-type of organizational structure working in concert with the traditional corporate hierarchy.

There are three reasons for my significant disappointment when I read the book: First, there is little new in this book, relative to what he has previously been saying, for example in 'Leading change', and relative to the thinking of other authors writing about related subjects. For example: the so-called 8 accelerators in 'Accelerate' are more or less exact copies of the 8 stages in major change, as postulated in his previous book 'Leading change'.

Second, I understand the whole concept of dual operating system to be in additional to the corporate hierarchy and not instead of the traditional corporate hierarchy. Then it would inevitably add complexity and gravity to an organization, which seems contrary to simplicity, agility, and flexibility. Would it not be better to build simplicity, agility and flexibility directly into the corporate hierarchy?

Third, the big thesis in this book is that this dual operating system is something different from traditional change projects, task forces, and strategic initiatives. That difference was not clear to me, rather the opposite, if one looks at for example the figure on p. 152.

That said, the book is clearly a must read for those belonging to his large group of dedicated followers. It is also an interesting entry point to Kotter's thinking for those having had limited previous exposure to it, though for those I would rather recommend for example his book 'Leading change'.
28 von 29 Kunden fanden die folgende Rezension hilfreich
How to move quickly enough to stay ahead of the competition "in an age of tumultuous change and growing uncertainties" 15. März 2014
Von Robert Morris - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
I have read all of John Kotter's books and reviewed most of them. In my opinion, no other business thinker in recent years has made a greater contribution to our understanding of what continues to be a highly competitive, tumultuous global marketplace. In his latest book, Accelerate, he explains how almost any organization can move quickly enough to stay ahead in "an age of tumultuous change and growing uncertainties." His focus is on how to handle strategic challenges fast enough, "with agility and creativity, to take advantage of windows of opportunity which open and shut more quickly."

What Kotter proposes is an appropriate, integrated, and coordinated balance of two quite different approaches to both perils and opportunities: the traditional management-driven hierarchy and the entrepreneurial innovation-driven network. As he explains, "What we need today is a powerful new element to address the challenges posed by mounting complexity and rapid change. The solution, which I have seen work astonishingly well, is a second system that is organized as a network - more like a start-up's solar system than a mature organization's Giza pyramid - that can create agility and speed. It powerfully complements rather than overburdens a more mature organization's hierarchy, thus freeing the latter to do what it's optimized to do."

Of special interest to me is his assertion that the best results of business initiatives are achieved with a "dual system." That is, one whose structure effectively coordinates traditional, stable hierarchy with an entrepreneurial, dynamic network. He believes - and I agree - that, with effective leadership, they are interdependent. Order, structure, and stability do not preclude experimentation, creativity, and innovation. Only with a dual system such as the one that Kotter proposes can an organization reinvent itself, even transform itself, without disrupting the continuity of its essential relationships and sources of revenue.

These are among the dozens of business subjects and issues of special interest and value to me, also listed to indicate the scope of Kotter's coverage.

o From Networks to Hierarchies (Pages 5-8)
o The Limits of Management -- Driven Hierarchies (8-12)
o A Dual Operating System's Principles (23-27)
o The Eight Accelerators (27-34)
Note: Kotter discusses them in detail on Pages 82-103)
o Reality Versus Beliefs (52-56)
o Management Is Not Leadership (59-64)
o The Life Cycle of Corporations (65-72)
Note: For different perspectives, I suggest you check out Ichak Adzes' Corporate Lifecycles: How and Why Corporations Grow and Die and What to Do About It.
o The Five Principles: (78-81)
o The Secret Sauce for Kick-Starting Acceleration (111)
o Looking Outward, Open Minded (117-121)
o The Place to Start: Possibilities and Opportunity (132-138)
o Creating the "Big Opportunity" Statement (139-142)
o Answers to some of the most common questions about the dual structure (154-172)

Readers will appreciate Kotter's provision of two appendices: The first is a self-assessment in response to the question, "Can Your 'Best Practices' Save You?" and the second, also a self-assessment, is in response to the question, "Do You Need to Take Action Now?" Kotter creates a context, a frame of reference, for each Q&A. I urge those who complete these assessments to respond candidly. I also presume to suggest having a lined notebook near at hand when reading this book. I always do, recording notes with page references to supplement highlighting passages. Responses to the two assessments can be recorded in the notebook, also. Just a thought....

Obviously no brief commentary such as mine can possibly do full justice to the wealth of information, insights, and counsel provided in this volume. However, I hope I have at least suggested why I think so highly of it and of its author. It remains for each reader to determine which of the material responds most directly to the needs, interests, goals, objectives, and resources of the given enterprise. The dual system that John Kotter proposes requires an appropriate, integrated balance of two systems: traditional, stable hierarchy with an innovative, dynamic network. However, they share the same strategic objective: being able to respond effectively challenges fast enough, "with agility and creativity, to take advantage of windows of opportunity which open and shut more quickly."
5 von 6 Kunden fanden die folgende Rezension hilfreich
Time to XLR8 your approach to change? 29. April 2014
Von Mercedes Adams - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
The pace of change in business is accelerating. New solutions, new demands, and new paradigms are arriving at a dizzying pace. You have the challenge of navigating in an ever changing landscape with fewer and fewer resources. Freeing up capacity for innovation across your organization is something you dream about.

Dr. John Kotter’s newest book, XLR8, paints a clear picture of how companies have successfully employed a dual operating model to accelerate transformational change initiatives - delivering business results in a world that requires constant adaptability to stay ahead.

I have witnessed both business acceleration and unleashed leadership at every level in my organization through the dual operating system detailed in XLR8. Initiatives successfully driven using this approach have a direct impact on improved employee productivity, have increased customer engagement, and have driven faster growth.

The proven model empowers employees to contribute across your organization in a way that adds capacity without adding headcount, increases innovation without creating new teams anchored in the hierarchy, and unleashes the passion of dedicated people who want to go above and beyond to grow your business faster.

Built on the strong foundation of decades of Dr. Kotter’s research and several bestselling titles that each contained key elements for successful transformational change, this book is the evolution of both research and practice, and showcases the principles and the 8 accelerators for change in a way that clearly articulates how change pioneers can implement the dual operating system successfully.

If you are ready to learn more about the key principles that make this approach successful, want to understand how a dual operating system can positively impact your business, or are looking for new ways to unleash the power of your teams – I recommend finding a comfortable chair and sitting down with XLR8.
6 von 7 Kunden fanden die folgende Rezension hilfreich
The dual operating systems - still more needed 29. April 2014
Von Nicholas R. Eian - Veröffentlicht auf Amazon.com
Format: Kindle Edition Verifizierter Kauf
Kotter finally addresses the "how" to change with his emerging concept of the dual operating systems. Unfortunately, his effort falls way short of providing concrete steps in accelerating change in organizations. Too much of the book is a synopsis of his prior writings.
2 von 2 Kunden fanden die folgende Rezension hilfreich
I've read a lot of Kotter's work but this isn't the most interesting 24. August 2014
Von Robert Kirk - Veröffentlicht auf Amazon.com
Format: Kindle Edition Verifizierter Kauf
I'm a big fan of Kotter's academic work and I have referred to his articles often but this book really didn't have the wow factor or the ground breaking concepts. Maybe I should have put it down and started over. What I plan on doing is rereading it in about a year and seeing if I find new value. In summary, read his other work.. It's phenomenal.
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