Стратегии перемен: Как добиться выдающихся результатов в нестабильные времена (Библиотека лидера)

by Джон Коттер, А. Захаров (Translator)

Стратегии, которые помогут руководителю быстро и эффективно преобразовать свою организацию в условиях нестабильности и неопределенности.

Перемены — это основа современной реальности. Задача руководителя сегодня не может сводиться лишь к постепенному развитию своей компании. Сейчас жизненно важно создавать организации, которые способны быстро адаптироваться к условиям постоянно меняющейся среды.

Новая книга Джона Коттера — понятное авторитетное руководство, которое поможет внедрить в ДНК вашей компании способность быстро меняться. Вы найдете:

ответ на вопрос, почему организации не могут просто так справляться с угрозами в условиях сл

Genres: Business, Nonfiction, Leadership, Management, Business Leadership

266 pages, Kindle Edition

Published March 18, 2022

Reviews

[Muromets · Rating 2 out of 5]

Full of nauseating jargon, self-congratulatory anecdotes, dated tropes and cliches, all told in a condescending voice to an unclear audience. Is this book meant for consultants? Change professionals? Leaders?

If you identify with any of those groups, prepare to learn how dumb and short-sighted you’ve been all along, and how all it takes to be great at change leadership is rejecting organizational theory and practice from the last half-century, doing away with “best-practices” and metrics, and instead adopting whatever this books suggests through a series of unsupported statements, personal consultant “war stories” from - naturally VERY successful - projects from unnamed companies, and charts/diagrams to help visualize common-sensical advice.

I chose the book based on Kotter’s name on the cover, and it did not live up to expectations. Not even halfway through 2021, and I think this will go down as the worst book I’ve read all year.

[Darren Labenberg · Rating 3 out of 5]

Overall content was great, but it read like the dictionary. Not too much seemed valuable past the half way point in the book.

[Peter Murphy · Rating 2 out of 5]

There was some helpful information, but there was a lot that wasn’t. Or, at the least, much of the information felt repetitive. This is a book to get from the library, not the bookstore.

[Jacqueline Manchester · Rating 4 out of 5]

Thank you to my Change Leadership class for bringing this lovely book to me! If my MBA has done anything for me, it is remind me how much I enjoy reading Kotter!!!

📚🤓✨


“This book is meant to inspire people with the idea that by taking action in new ways, not only can we respond to rapid change, but we can accelerate this rate of progress.”

[Gwen · Rating 4 out of 5]

From the book: "The vast majority of people tend to seriously underestimate the power of our built-in survival instinct and how it can inadvertently overwhelm our capacity to swiftly see opportunities, innovate, adapt, lead and change for the better."

This book reflects a worthy evolution of Kotter's Change Management thought leadership. It gets into the nitty gritty of why many change initiatives fail or are short lived. The book is particularly relevant now. Because of the rate and velocity of change we all experience, it's essential to understand the unconscious dynamics that make it difficult to explore opportunity and ultimately adapt to change.

Kotter's done a nice job of illustrating a way of thinking about the disconnect between intention and the unconscious realities that interfere with stated goals in an organizational setting. The frame he uses simplifies complicated human interactions in a way that makes them approachable for imagining next steps for change leadership initiatives as well as dealing with the unexpected.

[Jonathan Choi · Rating 2 out of 5]

This book should have been an essay. There’s some useful insights in it, but most of it is repeating information that you’ve probably read elsewhere. If you’ve never read anything like it, sure it’s great. But if you’re reading this, you’re probably reading other books on leadership and change culture, and this doesn’t have anything that stands out as unique or unusual. It doesn’t feel like it asked tough questions or gave good answers - it’s just more of the same in the line of books on how to influence people and get results.

[Siobhan Ward · Rating 3 out of 5]

This was a book for work, definitely not something I'd pick up on my own. The book content was interesting enough, it helped a lot that I'm working with a lot of the Kotter principles in my job, so seeing things in action definitely helped to create more understanding.

There was a lot of dense content in the book, which definitely made it a slow read for me. I'm not a business person and have never read anything like this before, so that was probably part of the reason it was a challenging read. If you're looking for similar content that's more accessible That's Not How We Do it Here by the same author is a much more approachable take.

[Alex Courtney · Rating 2 out of 5]

Ugh, I wanted to hate this book so much. I've learned that whenever a book features a genre-leading expert headliner and two people you've never heard of writing together it's going to be a disappointment. And this book is a disappointment, especially compared to Kotter's excellent research on change management and innovation culture. I begrudgingly give it two stars because there is one chapter about structural change and innovation that I marked up heavily. The rest of the book you can learn about from the people who actually had the ideas in the first place, not as retold by a couple of consultants who want to bolster their resumés. I will not recommend this book.

[Scott Fergel · Rating 2 out of 5]

This was a tough read as it was far from the most exciting book every written. Some good points are made but it seemed to drag on example after example. We get it, some companies fail miserably dealing with change and if only they had used your methodology they would be thriving. Would have been nice to lose some of the sales pitch feel of the book and focused more on how to go about in more detail implementing change. Of course if you do that they wouldn't need you to come in now would they.

[Przemek Krydka · Rating 5 out of 5]

I enjoyed this book. Professor Kotter understands the nuances of organizational change, and the factors that can derail it. I was impressed with how the book handled Agile transformation, especially with respect to nuances that derail it, factors that in my professional experience are taboos to be never mentioned. The book also takes into account global environmental factors from the perspective of change management, and that broadened my appreciation of the uncertain times we're in right now.

[Ron Willoughby · Rating 4 out of 5]

Not on the level of ‘Leading Change’ or ‘From Good to Great’. That being said, Dr. Kotter is brilliant, far be it from me to dismiss his work. In fact, this is a worthwhile, accessible and insightful work.

I wish he had unpacked the dual system more specifically, but his website has great resources that will help with that. I probably would give it a 3.5, but I am a fan. So, 4 it is.

[Maarten · Rating 3 out of 5]

I really like the way Kotter & Co approach change and their philosophy. Knowing their ideas, made it easy for me to understand the book. But for a casual reader I would suggest other books on change.

The case studies used in the book are good, but were made anonymous, I would have appreciated the real company names to understand it better do more research yourself or get a better picture.

[Nienke · Rating 2 out of 5]

Not that much new here.

In order to unleash the thrive rather than survive in people and organisations, change needs to be done with people and not to, hearts and brains need to be reached, and dual management and agile approaches are necessary to move forward.

There, saved you reading the book :)

[Jose Rogerio · Rating 5 out of 5]

A must read for everyone who wants to be better prepared to answer the risks we all see every day in ours lives and in the companies we work for and for everyone who wants to take advantage of the opportunities out there

[Sarah · Rating 4 out of 5]

3.5 stars. Helped to address some of the weaknesses of the 1996 book, namely that it’s all about the actions of leaders. This book encourages informal leadership be a range of people (including those not in power positions). Moved closer towards viral change model.

[Inka Partanen · Rating 4 out of 5]

Kirja ei tarjoillut hirveästi uutta, etenkin kun peilaa Kotterin omaan aiempaan tuotantoon eikä välttämättä genressään muutenkaan. Silti koin oivalluksen ja inspiraation hetkiä, ja se on kyllä tärkeintä mitä tämän lajin kirjoista haeskelen.

[Cam Graham]

His best yet

Lottery and team present their most ‘human’ approach to change yet. The simplicity of their survive/thrive perspective makes the approach a real winner.

[Aaron Horton · Rating 3 out of 5]

This turned out to be decent book. It started out slow but it picked up. I will remember the Survive and Thrive theory. I would recommend this book understand how work is changing.

[Jill · Rating 4 out of 5]

3.5 Lots of good info, but other than Survive and Thrive, much of this was covered in his previous works.

[Allison Kridelbaugh · Rating 2 out of 5]

Required read for my job. Boring book. If you can’t sleep at night, this is a good pick, you’ll doze off instantly!

[Brad · Rating 3 out of 5]

A helpful framework for thinking about change and it’s impact on organizations. Very “businessy” approach to the topic, so decide if that’s the right approach given your organization type.

[Gabriel Clarke · Rating 3 out of 5]

Curiously unsatisfying though admittedly with many useful insights. Weirdly repetitive for such a comparatively short book.

[Vinny M · Rating 3 out of 5]

Good book, but not as good as Leading Change

[Don Barger · Rating 5 out of 5]

Awesome book about organizational change. Highly recommended.

[Lauren Reeves · Rating 2 out of 5]

For grad school. Too jargon filled for my taste.

[Mark Francis Montecer · Rating 5 out of 5]

Dr. John Kotter's book Change offers a vital framework for understanding and leading change in today's rapidly evolving, volatile, uncertain, complex, and ambiguous (VUCA) world. The book stands out because it doesn’t just look at technical processes but integrates the psychology of change, particularly how individuals and teams respond to stress and opportunity. Through Kotter's lens, successful change isn't just about structure but about tapping into human emotion—specifically, how we shift from fear-driven “survive” responses to growth-driven “thrive” responses. One of the most powerful aspects of the book is how it draws on real-world examples, like Nelson Mandela’s leadership in South Africa and the Montreal Protocol’s success, to demonstrate the power of emotional engagement and positive leadership in driving change.

What I appreciate most about Kotter's approach is how it links neuroscience with actionable change strategies. It’s not just about managing structures but understanding and motivating people through uncertainty. The book offers both a high-level theory and practical tools for implementing change, making it an essential read for leaders, whether in business or social settings.


Key Learnings:
1. Survive vs. Thrive: The human brain has two responses to change: the "survive" channel (focused on threat and anxiety) and the "thrive" channel (focused on opportunity and excitement). Leaders need to manage both, ensuring the survive response is activated without overwhelming individuals, while also focusing on activating the thrive response.
2. The Change Management Gap: While change is increasingly frequent, many organizations struggle with adapting effectively. This "adaptation gap" can be closed through the emerging science of change management, which is teachable and executable.
3. Importance of Urgency: To lead successful change, creating urgency is critical. Leaders need to ensure that all members of the organization understand why change is necessary and the consequences of not adapting.
4. Leadership at All Levels: Successful change requires leadership from throughout the organization, not just top-level executives. Empowering individuals at all levels helps drive meaningful change.
5. Emotions in Change: Change isn’t just a rational process; emotions play a huge role. Leaders must tap into both logical arguments and emotional engagement to gain buy-in.
6. Breaking Bad Practices: Common mistakes in change efforts include failing to create urgency, under-communicating the vision, and not addressing obstacles. To succeed, leaders must actively remove barriers and focus on achieving small wins.
7. Short-Term Wins: Generating early successes helps build momentum, showing progress and proving that change is possible. Celebrating these wins reinforces the positive responses and keeps the team motivated.
8. The Role of Middle Management: Middle managers often become roadblocks to change. They need to be supported and included in the change process, rather than just being told what to do.
9. Dual Structures: In modern organizations, leaders should foster dual structures—traditional hierarchical systems alongside adaptive, agile ones—to better respond to change.
10. Resilience and Flexibility: Successful change requires an iterative approach. Leaders must remain flexible and be willing to adjust strategies based on what’s working.

[202 unknown · Rating 4 out of 5]

Tên bản Việt: Change - Lãnh đạo sự thay đổi
Khoai, đọc hai lần mà vẫn hơi mông lung mệt mỏi. Có lẽ mình cần nhiều va chạm và kinh nghiệm hơn.

hiểu hơn nhưng vẫn cảm thấy thiếu thiếu gì đó chưa đủ sâu và chi tiết

[Alex Koryakov · Rating 5 out of 5]

Оч интересная книга, попавшая в нужное время. Показывает что и как нужно делать, чтобы меняться и измениться. Из минусов - много лозунгов, мало конкретики. Но тогда надо было бы сильно увеличивать объем. Стало бы скучно читать.

Быстро, легко и есть над чем подумать.