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prof. dr. John Kotter

prof. dr. John Kotter

The world's foremost authority on leadership and change
Language : English

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  • Corporate Culture

John Kotter is widely regarded as the world's foremost authority on leadership and change.  His has been the premier voice on how the best organizations actually "do" change.

John Kotter’s international bestseller Leading Change - which outlined an actionable, 8-step process for implementing successful transfor-mations - became the change bible for managers around the world. In October 2001, Business Week magazine rated Kotter the #1 "leadership guru" in based on a survey they conducted of 504

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John Kotter is widely regarded as the world's foremost authority on leadership and change.  His has been the premier voice on how the best organizations actually "do" change.

John Kotter’s international bestseller Leading Change - which outlined an actionable, 8-step process for implementing successful transfor-mations - became the change bible for managers around the world. In October 2001, Business Week magazine rated Kotter the #1 "leadership guru" in based on a survey they conducted of 504 enterprises.

His newest work released September 2006, Our Iceberg Is Melting, puts the 8-step process within an allegory, making it accessible to the broad range of people needed to effect major organizational transformations.

John Kotter’s articles in The Harvard Business Review over the past twenty years have sold more reprints than any of the hundreds of distinguished authors who have written for that publication during the same time period. His books are in the top 1% of sales from Amazon.com.

He is a graduate of MIT and Harvard. He joined the Harvard Business School faculty in 1972. In 1980, at the age of 33, he was given tenure and a full professorship.

Professor Kotter is the author of 15 books, a collection that has given him  more honors and awards than any other writer on the topics of leadership and change.   In addition to Our Iceberg is Melting (2006) and Leading Change (1996), Professor Kotter is the author of The Heart of Change (2002), John P. Kotter on What leaders Really Do (1999), Matsushita Leadership (1997), Corporate Culture and Performance (1992), A Force for Change (1990), The Leadership Factor (1998), Power and Influence (1985), The General Managers (1982), and five other books published in the 1970s. He has created two executive videos; one on "Leadership" (1981), and one on "Corporate Culture" (1993), and an educational CD-ROM (1998) based on the Leading Change book. His educational articles in the Harvard Business Review have sold a million and a half copies. Professor Kotter's books have been printed in over seventy foreign language editions, and total sales exceed two million copies.

Professor Kotter's honors include an Exxon Award for Innovation in Graduate Business School Curriculum Design, and a Johnson, Smith & Knisely Award for New Perspectives in Business Leadership. In 1996, Professor Kotter's Leading Change was named the #1 management book of the year by Management General. In 1998, his Matsushita Leadership won first place in the Financial Times, Booz-Allen Global Business Book Competition for biography/autobiography.

Professor Kotter talks to groups with one and only one goal: to motivate action that gets better results.

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Cover van A Sense of Urgency

A Sense of Urgency

Title:
 
A Sense of Urgency
Author:
 
John P. Kotter
Publisher:
 
Harvard Business School Press
Book:
 
Hardcover, 128 pages
ISBN:
 
978-142-21-7971-0
 
 
 

Does your organization have a true sense of urgency?

True urgency is a gut-level determination to move and win, now.

Its practitioners are unusually alert. They come to work each day determined to achieve something important, and they shed irrelevant activities to move faster and smarter. Those with a sense of true urgency are the opposite of complacent — but they are not stressed-out, anxious, generating great activity without much productivity. Instead, they are moving boldly toward the future — sharply on the lookout for both hazards and opportunities that change brings.

Bestselling author and business guru John Kotter shows what a true sense of urgency really is, why it is becoming an exceptionally important asset, and how you can create and sustain it within your organization — starting today.

Cover van Our Iceberg Is Melting

Our Iceberg Is Melting

Title:
 
Our Iceberg Is Melting
Subtitle:
 
Changing and Succeeding Under Any Conditions
Authors:
 
John Kotter, Holger Rathgeber, Spenser Johnson
Illustrator:
 
Peter Mueller
Publisher:
 
St. Martin's Press
Book:
 
Hardcover, 160 pages
ISBN:
 
978-03-123-6198-3

Harvard Business School professor Kotter, author of the bestselling Leading Change (1996), teams up with executive Rathgeber to offer his contribution to the "business fable" genre. Kotter presents his framework for an effective corporate change initiative through the tale of a colony of Antarctic penguins facing danger-inspired, perhaps, by today's real-life global warming crisis (or, perhaps, by March of the Penguins' box office). Under the leadership of one particularly astute bird, a small team of penguins with varied personalities and leadership skills implement a thoughtful plan for coaxing the other birds in their colony through a time of necessary but wrenching change. The logic of Kotter's fictional framework is wobbly at times-his characters live and act very much like real penguins except that one carries a briefcase and another ("the Professor") cites articles from scholarly journals-and the whimsical tone will not be to everyone's taste. However, this light, quick read should fulfil its intended purpose: to serve as a springboard for group discussions about corporate culture, group dynamics and the challenges of change.

Cover van The Heart of Change

The Heart of Change

Title:
 
The Heart of Change
Subtitle:
 
Real-Life Stories of How People
Author:
 
John P. Kotter, Dan S. Cohen
Publisher:
 
Harvard Business School Press
Book:
 
Hardcover, 190 pages
ISBN:
 
978-15-785-1254-6

'The Heart of Change' is the follow-up to John Kotter's enormously popular book 'Leading Change', in which he outlines a framework for implementing change that sidesteps many of the pitfalls common to organizations looking to turn themselves around. The essence of Kotter's message is this: the reason so many change initiatives fail is that they rely too much on "data gathering, analysis, report writing, and presentations" instead of a more creative approach aimed at grabbing the "feelings that motivate useful action." In 'The Heart of Change', Kotter, with the help of Dan Cohen, a partner at Deloitte Consulting, shows how his eight-step approach has worked at over 100 organizations. In just about every case, change happened because the players were led to "see" and "feel" the change. In one example, a sales representative underscores a sense of urgency to change a manufacturing process by showing a videotaped interview with an unhappy customer; in another, a purchasing manager makes his point to senior management about corporate waste by displaying on the company's boardroom table the 424 different kinds of gloves that the company had procured through different vendors at vastly different prices. Well written and loaded with real-life examples and practical advice, 'The Heart of Change' towers over other change-management titles. Managers and employees at organizations both big and small will find much to draw from. Highly recommended.

Cover van Leading Change

Leading Change

Title:
 
Leading Change
Author:
 
John P. Kotter
Publisher:
 
Harvard Business School Press
Book:
 
Hardcover, 187 pages
ISBN:
 
978-08-758-4747-4

Harvard Business School professor Kotter (A Force for Change) breaks from the mold of M.B.A. jargon-filled texts to produce a truly accessible, clear and visionary guide to the business world's buzzword for the late '90s change. In this excellent business manual, Kotter emphasizes a comprehensive eight-step framework that can be followed by executives at all levels. Kotter advises those who would implement change to foster a sense of urgency within the organization. "A higher rate of urgency does not imply everpresent panic, anxiety, or fear. It means a state in which complacency is virtually absent." Twenty-first century business change must overcome overmanaged and underled cultures. "Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders." Kotter also identifies pitfalls to be avoided, like "big egos and snakes" or personalities that can undermine a successful change effort. Kotter convincingly argues for the promotion and recognition of teams rather than individuals. He aptly concludes with an emphasis on lifelong learning. "In an ever changing world, you never learn it all, even if you keep growing into your '90s." Leading Change is a useful tool for everyone from business students preparing to enter the work force to middle and senior executives faced with the widespread transformation in the corporate world. 60,000 first printing; $100,000 ad/promo; dual main selection of the Newbridge Book Club Executive Program; 20-city radio satellite tour.