Strategy Driven

SEPTEMBER 12, 2011

Organizations that fail to continuously revise assumptions about their operating environment (i.e. Fighter Pilots and Special Operations teams have discovered and used a secret to continuous improvement – a tool every enterprise can benefit from. market) risk obsolescence or irrelevance. But how is this done? Duke and James D.

Short-term 63

Short-term Tools Learning-by-Doing Schein 63

Harvard Business Review

DECEMBER 17, 2018

So, in August 2015 we secured board approval to create an innovation committee of 14 top executives and a full-time innovation strategy team of five people, to orchestrate the portfolio of specific initiatives that would create a new way of innovating throughout the company. More than 600 were selected.

Innovation 12

Innovation Company Agility Workshop 12

N2Growth Blog

DECEMBER 1, 2011

By Mike Myatt , Chief Strategy Officer, N2growth. This book combines several of his best pieces in one volume, and is a must read for anyone looking to understand organizational, operational, or cultural management theory. That said, this rule doesn’t apply to professor Kotter.

Books 352

Books Leadership Drucker Kotter 352

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 traditional, even predominant, way to form a team follows a well-rehearsed and perfectly logical flow: Develop a strategy. Operations in a Connected World.

Supply Chain 9

Supply Chain Kotter Critical Success Factor Learning-by-Doing 9

Harvard Business Review

JUNE 27, 2012

Would shareholders of Kodak — which had some of the earliest digital photography technology — agree that its destruction made evolutionary sense, or would they echo Harvard Professor John Kotter's remark that it was the result of "complacency"? They can focus and simplify their organizations. Compete for the long term.

Creativity 14

Creativity Long-term Kotter Cost of Capital 14

Chart Your Course

JUNE 30, 2016

Ineffective companies operate only from the other two layers. A Harvard Business School professor, Kotter emphasises a comprehensive eight-step framework that can be followed by executives at all levels. According to Sinek, great companies and leaders start with the “Why” layer. By Daniel H. Leading Change (1995).

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

Harvard Business Review

FEBRUARY 21, 2014

The weight of all my work and experience point overwhelmingly to the fact that in order to create change of real significance, to execute any new and different strategy, you need a sense of true urgency among as many people as possible. We’ve all seen both kinds of energy: opportunity-driven urgency versus anxiety-driven activity. What to do?

Kotter 11

Kotter Energy Execution Productivity 11

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. Yet, a variety of financial and operational problems impeded success and we lacked a clear strategic path toward building the kind of coordinated care delivery system healthcare desperately needs.

Health Care 8

Health Care How To Operations Quality 8