John P. Kotter

Talvez o maior desafio que os líderes de negócios enfrentem atualmente seja como se manter competitivo em meio a constantes turbulências e interrupções.

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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!

Reimpressão: R1211B As antigas formas de definir e implementar estratégias estão falhando, escreve o autor de Liderando a mudança, em parte porque não podemos mais acompanhar o ritmo das mudanças. Os líderes organizacionais estão divididos entre tentar se manter à frente da concorrência cada vez mais acirrada e a necessidade de entregar os resultados deste ano. Embora as hierarquias e os processos gerenciais tradicionais — os componentes do “sistema operacional” de uma empresa — possam atender às demandas diárias da administração de uma empresa, eles raramente estão equipados para identificar riscos importantes com rapidez, formular iniciativas estratégicas criativas com agilidade e implementá-las com rapidez. A solução que a Kotter oferece é um segundo sistema — uma estrutura ágil e semelhante a uma rede — que opera em conjunto com o primeiro para criar um sistema operacional duplo. Nesse sistema, a hierarquia pode transferir a busca de grandes iniciativas estratégicas para a rede estratégica, liberando-se para se concentrar em mudanças incrementais para melhorar a eficiência. A rede é preenchida por funcionários de todos os níveis da organização, o que lhe confere conhecimento organizacional, relacionamentos, credibilidade e influência. Ele pode liberar informações dos silos com facilidade. Tem uma estrutura dinâmica livre de camadas burocráticas, permitindo um nível de individualismo, criatividade e inovação além do alcance de qualquer hierarquia. O núcleo da rede é uma coalizão orientadora que representa cada nível e departamento na hierarquia, com uma ampla gama de habilidades. Seus motoristas são membros de um “exército voluntário” que estão energizados e comprometidos com a visão e a estratégia de alto risco da coalizão, formuladas de forma vívida. Kotter ajudou oito organizações, públicas e privadas, a criar sistemas operacionais duplos nos últimos três anos. Ele prevê que esses sistemas levarão ao sucesso a longo prazo no século 21 — para acionistas, clientes, funcionários e para as próprias empresas.

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!

Resumo.

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