Chartered Management Institute

APRIL 18, 2024

What they do not do well is identify the most important hazards and opportunities early enough, formulate creative strategic initiatives nimbly enough, and implement them fast enough.” – John Kotter, Harvard Business School Business disruption, societal upheaval and rapid technological shifts bring constant pressure for organisations to innovate.

Agility 52

Agility Kotter Advice How To 52

Coaching Tip

MAY 14, 2014

We are in the midst of a storm that has been increasing in intensity for decades, driven by advancing technology and global integration. Kotter provides a powerful new "dual operating system" framework for competing and winning in a world of constant turbulence and disruption. Related articles. No company is immune.

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Kotter Agility Leadership Self-aware 91

Strategy Driven

NOVEMBER 7, 2011

This idea is supported by Harvard Business School Professor John Kotter, authority on leadership and change, who finds that in order to succeed, 75% of the company’s management, needs to ‘buy into’ the change. Please consider the environment before and after printing this article. All rights reserved.

Strategy 70

Strategy Kotter RASCI Motivation 70

Harvard Business Review

JANUARY 15, 2015

It’s been almost 10 years since HBR published John Kotter’s classic article,” Why Transformation Efforts Fail.” For example, when a large technology firm integrated specialized engineers into its regional sales teams, there were shifts in roles, client coverage, compensation, goal setting, and teamwork.

Kotter 8

Kotter Decentralization Business Model Engineering 8

Harvard Business Review

MAY 19, 2016

To address these questions, Coty partnered with Kotter International to implement a broad global change management program. Kotter’s book Accelerate.). The technologies and processes that are transforming companies. The Coty experience also informs case study examples in John P. Insight Center. Sponsored by Accenture.

Supply Chain 8

Supply Chain Kotter Critical Success Factor Learning-by-Doing 8

Harvard Business Review

JULY 1, 2016

This magic zone is what John Kotter referred to as the “Productive Range of Distress.” In the sales example, if you ask the Regional VP not to discuss any opportunities that are not in the system, your technology hold-outs will be left out of the discussion. Instead, allow poor performance to lead to a natural consequence.

Team 9

Team Stress How To Automotive 9