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Détails sur le produit

  • Relié: 224 pages
  • Editeur : Harvard Business Review Press (8 avril 2014)
  • Langue : Anglais
  • ISBN-10: 1625271743
  • ISBN-13: 978-1625271747
  • Dimensions du produit: 2,5 x 15,2 x 21,6 cm
  • Moyenne des commentaires client : 5.0 étoiles sur 5  Voir tous les commentaires (1 commentaire client)
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2 internautes sur 2 ont trouvé ce commentaire utile  Par Manageris TOP 1000 COMMENTATEURS le 29 septembre 2014
Format: Relié Achat vérifié
John Kotter a-t-il quelque chose de nouveau à dire sur le changement, après ses célèbres huit étapes et sa fable sur la fonte de la banquise ? Oui ! Il revient sur une notion clé de ses précédents écrits, à savoir la première de ses huit étapes : « créer le sentiment d’urgence ». En effet, lorsque le changement devient une constante, le sentiment d’urgence n’est plus un levier aussi pertinent et sûr qu’il a pu l’être. À trop stimuler le sentiment d’urgence, le risque est de le banaliser, de générer un tourbillon permanent ou une atmosphère d’angoisse stérile. Sans renoncer à l’utiliser, l’auteur préfère désormais l’accompagner de ce qu’il appelle une « opportunité » : une occasion à saisir rapidement, dont on ne sait pas si elle se représentera. C’est par exemple telle entreprise dont les résultats stagnent, qui s’aperçoit à temps qu’elle n’est pas assez présente dans les pays émergents. Elle parvient à faire de cette lacune une chance de relancer sa croissance en mobilisant largement ses collaborateurs sur l’entrée dans ces nouveaux marchés. Une opportunité présente également le mérite d’être un levier efficace pour mobiliser les collaborateurs bien au-delà de l’équipe dédiée au projet de changement : un second levier d’action important mis en avant par l’auteur. Sans renouveler complètement les principes de base de la conduite du changement, cet ouvrage apporte des compléments intéressants pour mieux tenir compte du contexte de transformation permanente que connaissent beaucoup d’organisations.
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27 internautes sur 28 ont trouvé ce commentaire utile 
How to move quickly enough to stay ahead of the competition "in an age of tumultuous change and growing uncertainties" 15 mars 2014
Par Robert Morris - Publié sur Amazon.com
Format: Relié
I have read all of John Kotter's books and reviewed most of them. In my opinion, no other business thinker in recent years has made a greater contribution to our understanding of what continues to be a highly competitive, tumultuous global marketplace. In his latest book, Accelerate, he explains how almost any organization can move quickly enough to stay ahead in "an age of tumultuous change and growing uncertainties." His focus is on how to handle strategic challenges fast enough, "with agility and creativity, to take advantage of windows of opportunity which open and shut more quickly."

What Kotter proposes is an appropriate, integrated, and coordinated balance of two quite different approaches to both perils and opportunities: the traditional management-driven hierarchy and the entrepreneurial innovation-driven network. As he explains, "What we need today is a powerful new element to address the challenges posed by mounting complexity and rapid change. The solution, which I have seen work astonishingly well, is a second system that is organized as a network - more like a start-up's solar system than a mature organization's Giza pyramid - that can create agility and speed. It powerfully complements rather than overburdens a more mature organization's hierarchy, thus freeing the latter to do what it's optimized to do."

Of special interest to me is his assertion that the best results of business initiatives are achieved with a "dual system." That is, one whose structure effectively coordinates traditional, stable hierarchy with an entrepreneurial, dynamic network. He believes - and I agree - that, with effective leadership, they are interdependent. Order, structure, and stability do not preclude experimentation, creativity, and innovation. Only with a dual system such as the one that Kotter proposes can an organization reinvent itself, even transform itself, without disrupting the continuity of its essential relationships and sources of revenue.

These are among the dozens of business subjects and issues of special interest and value to me, also listed to indicate the scope of Kotter's coverage.

o From Networks to Hierarchies (Pages 5-8)
o The Limits of Management -- Driven Hierarchies (8-12)
o A Dual Operating System's Principles (23-27)
o The Eight Accelerators (27-34)
Note: Kotter discusses them in detail on Pages 82-103)
o Reality Versus Beliefs (52-56)
o Management Is Not Leadership (59-64)
o The Life Cycle of Corporations (65-72)
Note: For different perspectives, I suggest you check out Ichak Adzes' Corporate Lifecycles: How and Why Corporations Grow and Die and What to Do About It.
o The Five Principles: (78-81)
o The Secret Sauce for Kick-Starting Acceleration (111)
o Looking Outward, Open Minded (117-121)
o The Place to Start: Possibilities and Opportunity (132-138)
o Creating the "Big Opportunity" Statement (139-142)
o Answers to some of the most common questions about the dual structure (154-172)

Readers will appreciate Kotter's provision of two appendices: The first is a self-assessment in response to the question, "Can Your 'Best Practices' Save You?" and the second, also a self-assessment, is in response to the question, "Do You Need to Take Action Now?" Kotter creates a context, a frame of reference, for each Q&A. I urge those who complete these assessments to respond candidly. I also presume to suggest having a lined notebook near at hand when reading this book. I always do, recording notes with page references to supplement highlighting passages. Responses to the two assessments can be recorded in the notebook, also. Just a thought....

Obviously no brief commentary such as mine can possibly do full justice to the wealth of information, insights, and counsel provided in this volume. However, I hope I have at least suggested why I think so highly of it and of its author. It remains for each reader to determine which of the material responds most directly to the needs, interests, goals, objectives, and resources of the given enterprise. The dual system that John Kotter proposes requires an appropriate, integrated balance of two systems: traditional, stable hierarchy with an innovative, dynamic network. However, they share the same strategic objective: being able to respond effectively challenges fast enough, "with agility and creativity, to take advantage of windows of opportunity which open and shut more quickly."
18 internautes sur 18 ont trouvé ce commentaire utile 
Kotter's new book about agility in times of turbulence: Too much rehash of some of his previous thinking 31 mai 2014
Par Grim Gjønnes - Publié sur Amazon.com
Format: Relié Achat vérifié
The book is a well-argued case for the need for strategic agility in times of business turbulence. It has also an interesting concept of a 'dual operating system', namely an agile network-type of organizational structure working in concert with the traditional corporate hierarchy.

There are three reasons for my significant disappointment when I read the book: First, there is little new in this book, relative to what he has previously been saying, for example in 'Leading change', and relative to the thinking of other authors writing about related subjects. For example: the so-called 8 accelerators in 'Accelerate' are more or less exact copies of the 8 stages in major change, as postulated in his previous book 'Leading change'.

Second, I understand the whole concept of dual operating system to be in additional to the corporate hierarchy and not instead of the traditional corporate hierarchy. Then it would inevitably add complexity and gravity to an organization, which seems contrary to simplicity, agility, and flexibility. Would it not be better to build simplicity, agility and flexibility directly into the corporate hierarchy?

Third, the big thesis in this book is that this dual operating system is something different from traditional change projects, task forces, and strategic initiatives. That difference was not clear to me, rather the opposite, if one looks at for example the figure on p. 152.

That said, the book is clearly a must read for those belonging to his large group of dedicated followers. It is also an interesting entry point to Kotter's thinking for those having had limited previous exposure to it, though for those I would rather recommend for example his book 'Leading change'.
5 internautes sur 5 ont trouvé ce commentaire utile 
Time to XLR8 your approach to change? 29 avril 2014
Par Mercedes Adams - Publié sur Amazon.com
Format: Relié
The pace of change in business is accelerating. New solutions, new demands, and new paradigms are arriving at a dizzying pace. You have the challenge of navigating in an ever changing landscape with fewer and fewer resources. Freeing up capacity for innovation across your organization is something you dream about.

Dr. John Kotter’s newest book, XLR8, paints a clear picture of how companies have successfully employed a dual operating model to accelerate transformational change initiatives - delivering business results in a world that requires constant adaptability to stay ahead.

I have witnessed both business acceleration and unleashed leadership at every level in my organization through the dual operating system detailed in XLR8. Initiatives successfully driven using this approach have a direct impact on improved employee productivity, have increased customer engagement, and have driven faster growth.

The proven model empowers employees to contribute across your organization in a way that adds capacity without adding headcount, increases innovation without creating new teams anchored in the hierarchy, and unleashes the passion of dedicated people who want to go above and beyond to grow your business faster.

Built on the strong foundation of decades of Dr. Kotter’s research and several bestselling titles that each contained key elements for successful transformational change, this book is the evolution of both research and practice, and showcases the principles and the 8 accelerators for change in a way that clearly articulates how change pioneers can implement the dual operating system successfully.

If you are ready to learn more about the key principles that make this approach successful, want to understand how a dual operating system can positively impact your business, or are looking for new ways to unleash the power of your teams – I recommend finding a comfortable chair and sitting down with XLR8.
3 internautes sur 3 ont trouvé ce commentaire utile 
Through a Glass Darkly 22 mai 2014
Par Jack Somerville - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
Kotter is definitely on to something here. He is right about the increase in complexity and pace in the environment but doesnt quite have the words to describe multiple levels of complexity internal and external which have to be managed by complementary management structure and process. The two operating systems is a beginning hypothesis that needs more definition
3 internautes sur 3 ont trouvé ce commentaire utile 
Great Read But Missed Opportunity 17 mai 2014
Par Wilfred Lucas - Publié sur Amazon.com
Format: Format Kindle
As a leading voice on managing change, John Kotter continues to challenge leaders to push themselves and their organizations to handle change at a faster pace. I am a huge fan!
He makes the case that large organizations can change more quickly if they are willing to be flexible with how they mobilize their employees around a new opportunity.
He makes the case that the role of leader is an important catalyst for change at all levels of the corporation. The pace of change is occurring at such a pace that leaving leadership responsibilities in the hands of a few people at the top creates more resistance to the change process.
And as usual, Kotter identifies the practical list of things that are important to creating the “Dual Operating System” that helps accelerate change. It is a good read and not long.

However, there is something missing in this book that disappointed me as a fan. As I read it I was waiting for Kotter to acknowledge the fact that there are other things that are changing that may impact our ability to access the volume of employees we need to enlist in the “Network”.... Our changing demographics. It seems to be the elephant in the room that he just assumes away. I get the fact that organizations need another structure to speed up the change process for opportunities that cannot be handled in the normal hierarchy. I get the fact that volunteers become an integral part of making the second structure work and that these volunteers can increase their own visibility and skill level. And I get the fact that this new proposed “network” that operates in parallel to the traditional hierarchy creates opportunity for new leaders at all levels of the organization.

What is difficult to understand is how to connect his key principle of having many people driving important change from everywhere, to motivating a diverse employee base to expand its workload and do more work without increased pay (the assumption in his concept is that volunteers see intrinsic benefits other than money).
It is hard to understand because, corporations are still struggling with being an inclusive place. People of color and women are often the last ones to be chosen for special projects and even less likely to be encouraged for projects that help define the future competitive model. Unfortunately current leadership must be encouraged to be inclusive of all kinds of talent. I am not sure that is happening. In fact in my executive coaching practice, I see it first hand. Supervisors have to be “encouraged” to move outside their comfort zones and look for talent and ideas in many different places.

In fact The Center for Technology and Innovation makes the case for assessing new leaders with the following:
“The story of top minority talent in the workplace is a tale of missed opportunity. At a time when women and people of color constitute a majority of U.S. workers, 2 million professionals and managers leave their jobs as a direct result of inequality in the workplace and failed diversity efforts, costing employers $64 billion annually according to Korn/Ferry and the Level Playing Field Institute.49 (Nearly 2 percent leave solely as a result of being compared, either in a joking or serious manner, to a terrorist.) As the country diversifies, a shortage of minority talent in the C-suite means that consumers aren’t benefiting from innovations and products tailored to their needs. As the 
world becomes more global, “concrete” ceilings for minorities translate into companies that are less adept at connecting with potential multicultural markets overseas. As new generations of educated minorities strive for advancement, homogenous executive leadership limits the number of well- placed role models for younger people of color. Sponsorship—richly cultivated, deeply committed, courageously carried out—can reverse these lost chances, bringing minority talent to the top echelons where they belong. Source – Vaulting The Color Bar – Center of Technology and Innovation – 2012”

Rather than give the reader something that they must translate into a setting that is becoming diverse, I would rather see Kotter study the connection between managing diversity and inclusion and its relationship to the change process. In my humble opinion, that may add another perspective that creates another audience for the book. This book has missed the opportunity to speak to the Millennials who will make up the next generation of leadership in organizations. Paul Taylor, in his new book called “The Next America.” points out that American is becoming: Older, More Unequal, More Diverse, More mixed race, More digitally linked, More tolerant, Less Married, Less Fertile, Less religious, Less Mobil, Less Confident. Ignoring the change or not building a connection to our new world promotes a new concept without acknowledging value to a more diverse workforce.
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