Kotter International is about leading large-scale change, not just managing it.
If the culture you have is radically different from an ‘experiment and take-risk’ culture, then you have a big change you going to have to make – and no little gimmicks are going to do it for you.
A higher rate of urgency does not imply ever-present panic, anxiety, or fear. It means a state in which complacency is virtually absent.
I’m impatient. Typically people think they know all about change and don’t need help. Their approach tends to be more management-oriented than leadership-oriented. It’s very frustrating.
The world has 6 billion people and counting. We need to help 500 million people become better leaders so that billions can benefit.
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.
We started Kotter International to improve leaders’ ability to deal with big, important transformations in organizations – and in their lives.
The vast majority of large scale change efforts fail. Which means that the probability that you have actually experienced a failure, and your people know that and are pessimistic, therefore, about trying something again, is very high.
In an ever changing world, you never learn it all, even if you keep growing into your 90s.
We are always creating new tools and techniques to help people, but the fundamental framework is remarkably resilient, which means it must have something to do with the nature of organizations or human nature.