John P. Kotter

Nuestro iceberg se derrite es una fábula sobre como salir adelante en un mundo siempre cambiante. El relato, basado en el premiado trabajo de John Kotter, profesor de la Escuela de Negocios de Harvard, se ha utilizado para ayudar a miles de personas y organizaciones. Es la historia de una colonia de pinguinos que ha vivido en la Antartida durante años, hasta que uno de ellos descubre un problema potencialmente devastador y que pone en peligro su habitat, pero casi nadie le presta atencion. Los personajes se asemejan a muchas personas que conocemos... Su historia es una historia de resistencia al cambio, obstaculos aparentemente invencibles e ingeniosas tacticas para hacerles frente. Es una historia que se desarrolla a diario, de una manera u otra, en todas partes, pero los pinguinos manejan los desafios mucho mejor que la mayoria de nosotros. Nuestro iceberg se derrite se basa en el trabajo pionero de John Kotter.Profesor en la Harvard Business School y ha impartido cursos a directivos de primera linea en todo el mundo. Sus articulos en Harvard Business review han gozado de gran repercusion y es autor de siete bestsellers.Demuestra como mediante ocho pasos puede producirse el cambio necesario en cualquier tipo de grupo, y ofrece una valiosa guia para actuar en un mundo que se

El libro es el fruto de un programa de investigación sobre el comportamiento de directores ejecutivos que comenzó con una tesis realizada por el autor sobre alcaldes de grandes ciudades. Otras partes de dicho programa se centraron en los principales factores que influyen en la forma en que actuan los directores de empresa, el desarrollo de sus carreras profesionales, los aspectos organizativos y de poder e influencia del trabajo de direccion, la historia y comportamiento de un grupo de destacados directores generales de exito, asi como en los esfuerzos de ciertas empresas por crear una capacidad de liderazgo entre sus ejecutivos.

Widely acknowledged as the world's foremost authority on leadership, John Kotter has devoted his remarkable career to studying organizations and those who run them, and his bestselling books and essays have guided and inspired leaders at all levels. Here, in this collection of his acclaimed Harvard Business Review articles, is an astute assessment of the real work of leaders, as only John Kotter can offer. To complement these articles, Kotter also contributes a new introduction, a thoughtful reflection on the themes that have developed throughout his work. Convinced that most organizations today lack the leadership they need, Kotter's mission is to help us better understand what leaders-real leaders-do. True leadership, he reminds us, is an elusive quality, and too often we confuse management duties and personal style with leadership, or even mistake unworthy leaders for the real thing. Yet without leadership, organizations move too slowly, stagnate, and lose their way. With John Kotter on What Leaders Really Do, readers will learn how to become more effective leaders as they explore pressing issues such as power, influence, dependence, and strategies for change. With the relentless change and escalating uncertainty that define our times, the need for strong leadership in business, government, and society has never been greater. Careers, customers, and communities all suffer in a poorly run enterprise. Sure to be eagerly embraced by Kotter's huge global following, John Kotter on What Leaders Really Do provides an invaluable opportunity to consider the core issues that lie at the heart of leadership and to rethink our own relationship to the work of leaders. A Harvard Business ReviewBook.

Konosuke Matsushita, uno de los modelos más inspirados de todos los tiempos, se enfrentó a un período de aprendizaje que, a la edad de nueve años, exigía dieciséis horas diarias de dedicación, a todos los problemas que surgen cuando uno comienza a hacer n

In todays complex work world, things no longer get done simply because someone issues an order and someone else follows it.Most of us work in socially intricate organizations where we need the help not only of subordinates but of colleagues, superiors, and outsiders to accomplish our goals. This often leaves us in a "power gap" because we must depend on people over whom we have little or no explicit control.This is a book about how to bridge that gap: how to exercise the power and influence you need to get things done through others when your responsibilities exceed your formal authority.Full of original ideas and expert insights about how organizationsand the people in themfunction, Power and Influence goes further, demonstrating that lower-level personnel also need strong leadership skills and interpersonal know-how to perform well.Kotter shows how you can develop sufficient resources of "unofficial" power and influence to achieve goals, steer clear of conflicts, foster creative team behavior, and gain the cooperation and support you need from subordinates, coworkers, superiorseven people outside your department or organization.He also shows how you can avoid the twin traps of naivete and cynicism when dealing with power relationships, and how to use your power without abusing it.Power and Influence is essential for top managers who need to overcome the infighting, foot-dragging, and politicking that can destroy both morale and profits; for middle managers who dont want their careers sidetracked by unproductive power struggles; for professionals hindered by bureaucratic obstacles and deadline delays; and for staff workers who have to "manage the boss."This is not a book for those who want to "grab" power for their own ends. But if youd like to create smooth, responsive working relationships and increase your personal effectiveness on the job, Kotter can show you howand make the dynamics of power work for you instead of against you.

He was one of the most inspirational role models of all time. Thrown into poverty at age four, Konosuke Matsushita (Mat-SOSH-ta) struggled with the early deaths of family members, an apprenticeship which demanded sixteen-hour days at age nine, all the problems associated with starting a business with neither money nor connections, the death of his only son, the Great Depression, the horror of World War II in Japan, and more. Yet John P. Kotter shows in this fascinating and instructive book how, instead of being ground down by these hardships, Matsushita grew to be a fabulously successful entrepreneur and business leader, the founder of Japans General Electric: the $65 billion a year Matsushita Electric Corporation.His accomplishments as a leader, author, educator, philanthropist, and management innovator are astonishing, and outshine even Soichiro Honda, J.C. Penney, Sam Walton, and Henry Ford. In this immensely readable book, Kotter relates how Matsushita created a large business, invented management practices that are increasingly being used today, helped lead his countrys economic miracle after World War II wrote dozens of books in his latter years, founded a graduate school of leadership, created Japans version of a Nobel Prize, and gave away hundreds of millions to good causes.The Matsushita story expands our notion of the possible, even for a sickly youngster who did not have the benefit of a privileged background, education, good looks, or a charismatic presence. It tells us much about leadership, entrepreneurship, a drive for lifelong learning, and their roots. It demonstrates the power of a longterm outlook, idealistic goals, and humility in the face of great success.Matsushita Leadership is both a biography and a set of lessons for careers and corporations in the 21st century. An inspirational story and a business primer, the implications are powerful, for organizations and for living a meaningful life.

Going far beyond previous empirical work, John Kotter and James Heskett provide the first comprehensive critical analysis of how the "culture" of a corporation powerfully influences its economic performance, for better or for worse. Through painstaking research at such firms as Hewlett-Packard, Xerox, ICI, Nissan, and First Chicago, as well as a quantitative study of the relationship between culture and performance in more than 200 companies, the authors describe how shared values and unwritten rules can profoundly enhance economic success or, conversely, lead to failure to adapt to changing markets and environments.With penetrating insight, Kotter and Heskett trace the roots of both healthy and unhealthy cultures, demonstrating how easily the latter emerge, especially in firms which have experienced much past success. Challenging the widely held belief that "strong" corporate cultures create excellent business performance, Kotter and Heskett show that while many shared values and institutionalized practices can promote good performances in some instances, those cultures can also be characterized by arrogance, inward focus, and bureaucracy -- features that undermine an organizations ability to adapt to change. They also show that even "contextually or strategically appropriate" cultures -- ones that fit a firms strategy and business context -- will not promote excellent performance over long periods of time unless they facilitate the adoption of strategies and practices that continuously respond to changing markets and new competitive environments.Fundamental to the process of reversing unhealthy cultures and making them more adaptive, the authors assert, is effective leadership. At the heart of this groundbreaking book, Kotter and Heskett describe how executives in ten corporations established new visions, aligned and motivated their managers to provide leadership to serve their customers, employees, and stockholders, and thus created more externally focused and responsive cultures.

Based on a landmark twenty-year study of 115 members of the Harvard Business Schools Class of 1974, this vital and important book describes how the globalization of markets and competition is altering career paths, wage levels, the structure and functioning of corporations, and the very nature of work itself.THE NEW RULES INCLUDE:New Rule #1: Conventional career paths through large corporations no longer lead to success as they once did;New Rule #4: The greatest opportunities have shifted away from professional management in manufacturing to consulting and other service industries;New Rule #7: Success requires high personal standards and a strong desire to win.

The critics who despair of the coming of imaginative, charismatic leaders to replace the so-called manipulative caretakers of American corporations dont tell us much about what leadership actually is, or, for that matter, what management is either. Now, John P. Kotter, who focused on why we have a leadership crisis in The Leadership Factor shows here, with compelling evidence, what leadership really means today, why it is rarely associated with larger-than-life charismatics, precisely how it is different from management, and yet why both good leadership and management are essential for business success, especially for complex organizations operating in changing environments.Leadership, Kotter clearly demonstrates, is for the most part not a god-like figure transforming subordinates into superhumans, but is in fact a process that creates change -- a process which often involves hundreds or even thousands of "little acts of leadership" orchestrated by people who have the profound insight to realize this. Building on his landmark study of 15 successful general managers, Kotter presents detailed accounts of how senior and middle managers in major corporations, in close concert with colleagues and subordinates, were able to create a leadership process that put into action hundreds of commonsense ideas and procedures that, in combination with competent management, produced extraordinary results.This leadership turned NCR from a loser to a big winner in automated teller machines, despite intense competition from IBM. The same process at American Express and SAS helped businesses grow dramatically despite the fact that they were "mature" and "commodity-like." Kotter also shows how leadership turned around operations at P&G and Kodak; produced huge business successes at PepsiCo, ARCO, and ConAgra; and made the impossible occasionally happen at Digital.Thousands of companies today are overmanaged and underled, John Kotter concludes, not because managers lack charisma, but because far too few executives have a clear understanding of what leadership is and what it can accomplish. Without such a vision, even the most capable people have great difficulty trying to lead effectively and to create the cultures which will help others to lead.

Ampliamente reconocido como la primera autoridad mundial en el campo del liderzgo, John P. Kotter expone en este libro qué hacen los líderes. Qué hacen los Líderes ofrece una gran oportunidad para reflexionar sobre el poder, la influencia, la esencia del liderazgo y las estrategias para el cambio. John P. Kotter es titular de la catedra de liderzgo Konosuke Matsushita de la Harvard Business School y es un conferenciante habitual en congresos de alta direccion en todo el mundo. 1. El liderzgo hoy Primera Parte: Liderazgo y cambio 2. Escogiendo las estrategias del cambio 3. La verdadera labor de un lider 4. Liderar el cambio Segunda Parte: La dependencia y las redes 5. Poder, dependencia y direccion eficaz 6. Gestionando a su jefe 7. La verdadera labor de los directivos eficaces Notas Sobre el autor.

The authors trace the relationship between corporate culture and economic success. By examining over 200 firms, including Hewlett-Packard, Xerox, ICI and Nissan, they show how unwritten rules affect performance. They argue that a corporate culture must above all else be flexible. Organizations who believe thay have found a winning formula and become complacent enough to ignore changing conditions will often find themselves on the run. When an organization's set-up is no longer delivering success, then, say the authors, strong leadership is imperative. They give examples of the ways in which ...

Las estrategias de cambio son un requisito indispensable para competir en el siglo XXI. Sin embargo, las fórmulas no bastan por sí solas si descuidamos el papel determinante de un liderazgo eficaz para coordinarlas. La prueba esta en el elevado indice de fracasos que se asocia a las transformaciones dentro del ambito de la empresa. John P. Kotter, con su bagaje de veinticinco años de experiencia, nos muestra los errores basicos que surgen en todo proceso de cambio y que podemos hacer para corregirlos. Al frente del cambio ofrece un modelo de ocho pasos que puede aplicarse en cualquier iniciativa comercial. Este metodo, pormenorizado y con numerosos ejemplos practicos, nos ayuda a evitar la inercia empresarial y a integrar de forma correcta las innovaciones en la estructura de nuestra compañia. Un libro que demuestra la importancia de no bajar jamas la guardia: la necesidad de una nueva reestructuracion es siempre impredecible.

In this unprecedented study of Americas leading executives, John Kotter shatters the popular management notion of the effective "generalist" manager who can step into any business or division and run it. Based on his first-hand observations of fifteen top GMs from nine major companies, Kotter persuasively shows that the best manager is actually a specialist who has spent most of his or her career in one industry, learning its intricacies and establishing cooperative working relationships. Acquiring the painstaking knowledge and large, informal networks vital to being a successful manager takes years; outsiders, no matter how talented or well-trained seldom can do as well, this in-depth profile reveals. Much more than a fascinating collective portrait of the day-to-day activities of todays top executives, The General Managers provides stimulating new insights into the nature of modern management and the tactics of its most accomplished practitioners.

¿Qué se requerirá para que su organización se abra paso con éxito en el siglo ventiuno? El especialista más afamado del mundo en el campo del liderazgo empresarial saca a la luz veinticinco años de experiencia y sabiduria basada en las lecciones que ha aprendido de decenas de organizaciones y negocios para escribir esta visionaria guia. El resultado en un libro sumamente personal que resulta a la vez inspirador y perspicaz y esta pleno de importantes implicaciones para el futuro.