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Leading Change: An Action Plan from the World's Foremost Expert on Business Leadership (Englisch) Audio-CD – Audiobook, 21. August 2007

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Produktbeschreibungen

Pressestimmen

“Oliver Wyman's ingenuous delivery style works perfectly for one of the best business-strategy audios of the year.... his connection with the material is seamless. Along with having one of the most appealing voices in this genre, he's adept at segmenting complex sentences into digestible phrases.” ―AudioFile, Earphones Award Winner

“An outstanding book that addresses the needs of organizations and inviduals in today's rapidly changing business environment.” ―Ernest I. Glickman, CEO, Harbridge House, Division of Coopers & Lybrand L.L.P.

“Very interesting and relevant, full of practical advice of immediate use.” ―Richard Deverell, Head of Strategy and Planning, BBC news

Synopsis

In "Leading Change", John Kotter examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm's agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. This highly personal book reveals what John Kotter has seen, heard, experienced, and concluded in 25 years of working with companies to create lasting transformation. -- Dieser Text bezieht sich auf eine andere Ausgabe: Gebundene Ausgabe.

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Format: Gebundene Ausgabe
Organisations need change. We all know that. But how can an organisation adopt great ideas, tools, and methods, absorbing them in a way to stimulate change and get superior results?
Harvard-professor John P. Kotter has been observing this process for almost 30 years. What intrigues him is why some leaders are able to take these tools and methods and get their organizations to change dramatically - while most do not.
How many times have we not seen somebody get very excited about some new tool (CRM, e-business, etc.)? Yet two years later there is no performance improvement at all. Often because most of the organisation has rejected the change needed to make it happen.
When people need to make big changes significantly and effectively, Kotter finds that there are generally eight basic things that must happen:
1. INSTILL A SENSE OF URGENCY. Identifying existing or potential crises or opportunities. Confronting reality, in the words of Execution-authors, Charan and Bossidy.
2. PICK A GOOD TEAM. Assembling a strong guiding coalition with enough power to lead the change effort. And make them work as a team, not a committee!
3. CREATE A VISION AND SUPPORTING STRATEGIES. We need a clear sense of purpose and direction. In less successful situations you generally find plans and budgets, but no vision and strategy; or the strategies are so superficial that they have no credibility.
4. COMMUNICATE. As many people as possible need to hear the mandate for change loud and clear, with messages sent out consistently and often. Forget the boring memos that nobody reads! Try using videos, speeches, kick-off meetings, workshops in small units, etc. Also important is the teaching of new behaviours by the example of the guiding coalition
5. REMOVE OBSTACLES.
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Format: Gebundene Ausgabe
This invaluable reading helped me navigate through the numerous challenges encountered when establishing a long term direction for my organization. Kotter does an excellent job in breaking down the basic elements to developing a success vision. Most importantly, his book leads you into a self evaluation of your personal traits, skills , and leadership style and how they support or encumber your goal achieving process. I believe "Leading Change" is a must read for those of us who think we are high performers and certainly recommend it for pre-interview brush ups.
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Format: Gebundene Ausgabe
After plowing through scores of management books written by people who probably couldn't manage their way out of a paper bag, I was overjoyed to find this book. It will be immensely useful to anyone who wants to actually accomplish change in an organization. Read this book before you waste money buying inspirational posters and hiring high-priced "organizational change" consultants. Mr. Kotter has done his research and it shows -- he is a breath of fresh air in a field crowded with blowhards. In my opinion, he is the foremost business theorist/analyst today.
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Format: Gebundene Ausgabe
The picture on the cover of John P. Kotter's book tells it all: a group of penguins are shuffling their feet nervously on an icy precipice, while one brave bird leaps for the water below. The question is, which penguin are you? In too many organizations, executives shy away from the precipice, while someone lower down in the pecking order jumps in to test the landing conditions. Kotter says managers and leaders are quite different. A manager, he explains, is trained to think in a linear, one-two-three, risk-limiting way. Transformational change, however, can only be attained when true leaders push forward on several fronts at once - eight of them to be exact. Every successful change initiative begins with a coalition of leaders who create a sense of urgency. Kotter's book stems from a 1995 Harvard Business Review article titled, "Leading Change: Why Transformation Efforts Fail." It will probably sound hauntingly familiar to managers who have watched change initiatives begin in the front courtyard with a marching band and end a few months later, ushered out the back door like a diner who can't pay the tab. If you want to know why your last change initiative fizzled, we say read this book. Better yet, study it to ensure that your next leap of faith is a flying success.
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Kotter develops an 8 stage change management (CM) process, which is still a fundamental tool in CM today. The process serves as a roadmap.

I wrote an extensive summary of the book in my blog under
[...]

In the book, Kotter gives a lot of small stories as examples which I will leave out of the summary, but will include the key findings.

Welcome to the happy reality of change management:

The majority of corporate change programs fail. They leave behind disappointment, no lasting improvements, wasted resources and burned-out, scared and frustrated employees.

To be clear, there is often real need for deep change, and it is almost never to be had without downsides making everybody involved happy winners.

But the premise of Kotter’s research and opinion is that if we make a strong effort on good change management and avoid several of the worst mistakes, we can avoid a lot of the pain and unnecessary waste of energy and frustration, and get meaningful and lasting improvements. For this we can partly learn from companies who succeeded in this, though the actual situation differs.

The book itself does repeat the central messages very often, but you can feel the decades of direct experience that Kotter has with corporate transformation projects worldwide in different industries.

I find this to be a massively insightful and important book for anyone who wants to stand a chance planning and going into a bigger change effort.

The book puts an emphasis on concrete examples of why cm/transformation projects often fail and what is important to make success possible.

It is an excellent classic on leadership and change, so it is well worth investing to have the complete book.
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