Kotter's central question: How can I strategic challenges fast enough, agile and creative encounter in order to take advantage of a window of opportunity is opening before it closes again too quickly. In addition to the appropriate handling within the line organization, as he described it in Leading Change, he's now at an additional second system which ensures speed and agility. The strength of the old system are for him efficiency and reliability Kotter it comes to the power of the two systems. He sees his work as a book on pioneers for pioneers!
In the first chapter, the author points to the limits of the classical hierarchical organization. In the second chapter he discusses why we need a dual operating system, to seize the opportunity; and how this should be structured. He formulated a few basic principles:
- Important changes are driven by many employees and from all usual not only by the change agents.
- It's about a mindset in the style of a make, not a must.
- Actions that are driven by the head and heart, not only from the head.
- More leadership, not management.
- Inseparable partnership between hierarchy and network not only an expanded hierarchy.
And eight accelerators:
1. making the sense of urgency in the context of a great opportunity.
2. Build a leading coalition and keep this involved.
3. Forme Change a vision and strategic initiatives.
4. Write a army of volunteers.
5. Remove obstacles and thereby enable acts.
6. Create (and celebrate) short-term positive effects.
7. Sustainable acceleration.
8. institutionalize the change.
The five basic principles and eight accelerators illustrates Kotter several cases (from page 41 to the end). The practical example be interrupted by the soothing distinction between management and leadership and reflections as Leadership can gain more space.
Conclusion: I liked Leading Change already liked. Accelerate is an adequate continuation!
