Coaching Tip

JUNE 1, 2016

Backed by 40 years of research, “THAT’S NOT HOW WE DO IT HERE: A Story about How Organizations Rise and Fall—and Can Rise Again,” tackles the eternal tension between management and leadership and the reasons for the rise and fall of organizations. That’s Not How We Do It Here!

Kotter 70

Kotter eBook Agility Leadership Development 70

Great Leadership By Dan

AUGUST 24, 2017

Guest post from Robin Speculand: Leaders across the world have been taught how to plan but not how to execute. Change management, which is taught, has been the default approach for strategy execution, but it is a subset of execution and more importantly does not work for implementing corporate strategy. Kaplan and David P.

Execution 211

Execution Strategy Kleiner Norton 211

Ron Edmondson

DECEMBER 7, 2021

You can manage that. High need for innovation. . Of course, all of this points to a major difference in leading and managing. You can manage the “knowns” with the right structure and systems. In closing, I’m reminded of this John Kotter quote: “Management is about coping with complexity.

Kotter 53

Kotter Bottom-up Edmondson Uncertainty 53

Marshall Goldsmith

DECEMBER 16, 2013

The new work contract – where employees take responsibility for their own careers and corporations provide them with career-enhancing but impermanent opportunities – can be as difficult for organizations to manage as it is for individuals. We must manage our human assets with the same rigor we devote to our financial assets.

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

The Practical Leader

OCTOBER 24, 2011

John Kotter and James Heskett’s classic book, Corporate Culture and Performance , is an organization development classic. Results (Four Rs, innovation, growth, and profitability). Although it provides a framework, it’s not a how-to book. Adaptability is absolutely critical today. Organization Learning (e.g.

Heskett 49

Heskett Kotter Books Review 49

Strategy Driven

NOVEMBER 7, 2011

In providing research and developing training programs for various large corporations about managing change, we find that the biggest stumbling block for employees from top-down is lack of buy-in. Top executives have the vision, but often fail to get buy-in from managers who have to carry out the change initiative. Business Improv !

Strategy 71

Strategy Kotter RASCI Motivation 71

Lead from Within

JUNE 10, 2018

“A great person attracts great people and knows how to hold them together.”–Johann ” –John Kotter. “Innovation distinguishes between a leader and a follower.” “Management is about arranging and telling. Effective management is discipline, carrying it out.”

Leadership 156

Leadership Definition Follow-up Influence 156

First Friday Book Synopsis

FEBRUARY 10, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Creative Conspiracy: The New Rules of Breakthrough Collaboration Leigh Thompson This Will Make You Smarter: New Scientific Concepts to Improve Your Thinking John Brockman, Editor Unrelenting Innovation: How to Build a Culture for Market Dominance Gerard [.].

Blog 89

Blog Creativity Review Innovation 89

Strategy Driven

SEPTEMBER 12, 2011

But how is this done? Information overload is the management crisis of the 21stcentury. This is the disciplined and effective debrief… something most companies talk about but don’t know how to do. Duke succinctly provide not only why to debrief, but how to conduct an effective debrief. Authors James D.

Short-term 65

Short-term Tools Learning-by-Doing Schein 65

Harvard Business Review

APRIL 13, 2012

For a detailed look at other ways to handle your supervisor, read the classic HBR article Managing Your Boss by John J. Hey boss, you know how you are always talking about how our department has to be more innovative. Gabarro and John P. It's one of our favorites. Okay, you've taken some more steps.

How To 14

How To Kotter Entrepreneur Learning-by-Doing 14

Harvard Business Review

NOVEMBER 23, 2016

Twenty years ago, John Kotter pegged the failure rate at 70% and the needle hasn’t moved much since. Innovating for Value in Health Care. Doing so, we stumbled across a formula for accelerating organizational objectives while managing even higher levels of performance and engagement. Insight Center. Sponsored by Medtronic.

Health Care 8

Health Care How To Operations Quality 8

First Friday Book Synopsis

NOVEMBER 11, 2012

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS The Pumpkin Plan: A Simple Strategy to Grow a Remarkable Business in Any Field Mike Michalowicz HBR Guide to Persuasive Presentations Nancy Duarte Freedom, Inc.: Free Your Employees and Let Them Lead Your Business to Higher [.].

Blog 85

Blog Review Planning Books 85

Harvard Business Review

NOVEMBER 22, 2012

Sometimes, it seems they've always loomed large: for decades, Michael Porter has been synonymous with strategy, and John Kotter with change management. magazine, speaking at major conferences, and advising the White House on innovation. Other times, the explosion onto the scene is fast and furious.

Reputation 8

Reputation Case Study Ries Kotter 8

Harvard Business Review

NOVEMBER 9, 2012

Millions worldwide have read and embraced John Kotter's ideas on change management and leadership. Leading Change is widely recognized as his seminal work on leading transformational change, and is an important precursor to his newer ideas on acceleration: effectively managing operations while seizing new opportunity.

P&L 8

P&L Kotter Books Globalization 8

Harvard Business Review

DECEMBER 22, 2016

McDonald and his team’s approach was heavily influenced by John Kotter’s eight steps for effective organizational change. Measure performance carefully and manage with an eye on what’s most important to customers.

Six Sigma 8

Six Sigma Learning-by-Doing Crisis Kotter 8

Harvard Business Review

MARCH 22, 2011

Culture's all that invisible stuff that glues organizations together, as David Caldwell , my management professor at Santa Clara University, taught me many years ago. It includes things like norms of purpose, values, approach — the stuff that's hard to codify, hard to evaluate, and certainly hard to measure and therefore manage.

Strategy 15

Strategy Senge Kotter Innovation 15