John P. Kotter

Quizás el mayor desafío al que se enfrentan los líderes empresariales hoy en día sea cómo mantener la competitividad en medio de las constantes turbulencias y disrupciones.

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Reprint: R1211B 
The old ways of setting and implementing strategy are failing us, writes the author of Leading Change, in part because we can no longer keep up with the pace of change. Organizational leaders are torn between trying to stay ahead of increasingly fierce competition and needing to deliver this year&#8217;s results. Although traditional hierarchies and managerial processes&#8212;the components of a company&#8217;s &#8220;operating system&#8221;&#8212;can meet the daily demands of running an enterprise, they are rarely equipped to identify important hazards quickly, formulate creative strategic initiatives nimbly, and implement them speedily. The solution Kotter offers is a second system&#8212;an agile, networklike structure&#8212;that operates in concert with the first to create a dual operating system. 
In such a system the hierarchy can hand off the pursuit of big strategic initiatives to the strategy network, freeing itself to focus on incremental changes to improve efficiency. The network is populated by employees from all levels of the organization, giving it organizational knowledge, relationships, credibility, and influence. It can liberate information from silos with ease. It has a dynamic structure free of bureaucratic layers, permitting a level of individualism, creativity, and innovation beyond the reach of any hierarchy. The network&#8217;s core is a guiding coalition that represents each level and department in the hierarchy, with a broad range of skills. Its drivers are members of a &#8220;volunteer army&#8221; who are energized by and committed to the coalition&#8217;s vividly formulated, high-stakes vision and strategy. 
Kotter has helped eight organizations, public and private, build dual operating systems over the past three years. He predicts that such systems will lead to long-term success in the 21st century&#8212;for shareholders, customers, employees, and companies themselves.

Accelerate!

Reimpresión: R1211B Las antiguas formas de establecer e implementar la estrategia nos están fallando, escribe el autor de Liderar el cambio, en parte porque ya no podemos seguir el ritmo de los cambios. Los líderes de la organización se debaten entre tratar de mantenerse a la vanguardia de una competencia cada vez más feroz y tener que conseguir los resultados de este año. Si bien las jerarquías y los procesos de gestión tradicionales (los componentes del «sistema operativo» de una empresa) pueden satisfacer las exigencias diarias de la gestión de una empresa, rara vez están preparados para identificar los peligros importantes con rapidez, formular iniciativas estratégicas creativas con agilidad e implementarlas con rapidez. La solución que ofrece Kotter es un segundo sistema, una estructura ágil similar a una red, que funciona en conjunto con el primero para crear un sistema operativo dual. En un sistema así, la jerarquía puede transferir la búsqueda de grandes iniciativas estratégicas a la red de estrategias, liberándose para centrarse en los cambios graduales que mejoren la eficiencia. La red está compuesta por empleados de todos los niveles de la organización, lo que le da conocimiento, relaciones, credibilidad e influencia organizacionales. Puede liberar información de los silos con facilidad. Tiene una estructura dinámica libre de capas burocráticas, lo que permite un nivel de individualismo, creatividad e innovación fuera del alcance de cualquier jerarquía. El núcleo de la red es una coalición rectora que representa a cada nivel y departamento de la jerarquía, con una amplia gama de habilidades. Sus impulsores son miembros de un «ejército de voluntarios» que están entusiasmados y comprometidos con la visión y la estrategia de la coalición, formuladas de manera vívida y de alto riesgo. Kotter ha ayudado a ocho organizaciones, públicas y privadas, a crear sistemas operativos duales en los últimos tres años. Predice que estos sistemas conducirán al éxito a largo plazo en el siglo XXI, para los accionistas, los clientes, los empleados y las propias empresas.

&iexcl;Acelere!

Reprint: R1211B The old ways of setting and implementing strategy are failing us, writes the author of Leading Change, in part because we can no longer keep up with the pace of change. Organizational leaders are torn between trying to stay ahead of increasingly fierce competition and needing to deliver this year’s results. Although traditional hierarchies and managerial processes—the components of a company’s “operating system”—can meet the daily demands of running an enterprise, they are rarely equipped to identify important hazards quickly, formulate creative strategic initiatives nimbly, and implement them speedily. The solution Kotter offers is a second system—an agile, networklike structure—that operates in concert with the first to create a dual operating system. In such a system the hierarchy can hand off the pursuit of big strategic initiatives to the strategy network, freeing itself to focus on incremental changes to improve efficiency. The network is populated by employees from all levels of the organization, giving it organizational knowledge, relationships, credibility, and influence. It can liberate information from silos with ease. It has a dynamic structure free of bureaucratic layers, permitting a level of individualism, creativity, and innovation beyond the reach of any hierarchy. The network’s core is a guiding coalition that represents each level and department in the hierarchy, with a broad range of skills. Its drivers are members of a “volunteer army” who are energized by and committed to the coalition’s vividly formulated, high-stakes vision and strategy. Kotter has helped eight organizations, public and private, build dual operating systems over the past three years. He predicts that such systems will lead to long-term success in the 21st century—for shareholders, customers, employees, and companies themselves.

¡Acelere!

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