John P. Kotter
Konosuke Matsushita Professor of Leadership, Emeritus
John P. Kotter is internationally known and widely regarded as the foremost speaker on the topics of Leadership and Change. His is the premier voice on how the best organizations actually achieve successful transformations. The Konosuke Matsushita Professor of Leadership, Emeritus at the Harvard Business School and a graduate of MIT and Harvard, Kotter’s vast experience and knowledge on successful change and leadership have been proven time and again. Most recently Kotter was involved in the creation and co-founding of Kotter International, a leadership organization that helps Global 5000 company leaders develop the practical skills and implementation methodologies required to lead change in a complex, large-scale business environment. Kotter has authored 18 books, twelve of them bestsellers. His works have been printed in over 150 foreign language editions and total sales exceed three million copies. His latest book, Buy-In, focuses on the problems associated with getting others engaged and committed to good ideas and provides solutions for dealing with attacks on your good ideas. His books are in the top 1% of sales on Amazon.com. John Kotter’s articles in The Harvard Business Review over the past twenty years have sold more reprints than any of the hundreds of distinguished authors who have written for that publication during the same time period. Kotter has been on the Harvard Business School faculty since 1972. In 1980, at the age of 33, he was given tenure and a full professorship, making him one of the youngest people in the history of the University to be so honored. Professor Kotter is the 2009 recipient of the Lifetime Achievement Award by ASTD (American Society for Training & Development). This award was presented in recognition of his extensive body of work and the significant impact he has had on learning and performance in organizations. What People Are Saying About Dr. Kotter:
"Your talk was instrumental in helping me raise the leadership bar." "You clearly sneaked under the defenses of even the most skeptical of our people and established memorable reference points which will be cited repeatedly in the future. More importantly, you delivered reinforcement, hope and direction for their pursued leadership development aspirations.” This was a quite uplifting and inspirational experience for me - delivered by one of the finest teachers I have ever seen. I will not forget this one.
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Book
| 2010
Buy-In: Saving Your Good Idea from Getting Shot Down
John P. Kotter and Lorne A. Whitehead
You've got a good idea. You know it could make a crucial difference for you, your organization, your community. You present it to the group but get confounding questions, inane comments, and verbal bullets in return. Before you know what's happened, your idea is dead, shot down. You're furious. Everyone has lost: Those who would have benefited from your proposal. You. Your company. Perhaps even the country. It doesn't have to be this way, maintain John Kotter and Lorne Whitehead. In Buy-In, they reveal how to win the support your idea needs to deliver valuable results. The key? Understand the generic attack strategies that naysayers and obfuscators deploy time and time again. Then engage these adversaries with tactics tailored to each strategy. By "inviting in the lions" to critique your idea-and being prepared for them-you'll capture busy people's attention, help them grasp your proposal's value, and secure their commitment to implementing the solution. The book presents a fresh and amusing fictional narrative showing attack strategies in action. It then provides several specific counterstrategies for each basic category the authors have defined-including the following:Death-by-delay: Your enemies push discussion of your idea so far into the future it's forgotten. Confusion: They present so much data that confidence in your proposal dies. Fearmongering: Critics catalyze irrational anxieties about your idea. Character assassination: They slam your reputation and credibility. Smart, practical, and filled with useful advice, Buy-In equips you to anticipate and combat attacks-so your good idea makes it through to make a positive change.
Keywords: Communication Intention and Meaning;
Cost vs Benefits;
Problems and Challenges;
Interests;
Value;
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Book
| 2008
A Sense of Urgency
John P. Kotter
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Book
| 2008
Managing Your Boss
John J. Gabarro and John P. Kotter
Managing your boss: Isn't that merely manipulation? Corporate cozying up? Not according to John Gabarro and John Kotter. In this handy guidebook, the authors contend that you manage your boss for a very good reason: to do your best on the job--and thereby benefit not only yourself but also your supervisor and your entire company. Your boss depends on you for cooperation, reliability, and honesty. And you depend on him or her for links to the rest of the organization, for setting priorities, and for obtaining critical resources. By managing your boss--clarifying your own and your supervisor's strengths, weaknesses, goals, work styles, and needs--you cultivate a relationship based on mutual respect and understanding. The result? A healthy, productive bond that enables you both to excel. Gabarro and Kotter provide valuable guidelines for building this essential relationship--including strategies for determining how your boss prefers to process information and make decisions, tips for communicating mutual expectations, and tactics for negotiating priorities. Thought provoking and practical, "Managing Your Boss" enables you to lay the groundwork for one of the most crucial working relationships you'll have in your career.
Keywords: Communication;
Decision Making;
Information Management;
Managerial Roles;
Negotiation Tactics;
Performance Productivity;
Personal Development and Career;
Relationships;
Personal Characteristics;
Citation: Gabarro, John J., and John P. Kotter. Managing Your Boss. Paperback ed. Harvard Business Review Classics. Harvard Business School Press, 2008.
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Book
| 2006
Our Iceberg Is Melting
John P. Kotter and Holger Rathgeber
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Book
| 2002
The Heart of Change
John P. Kotter and Dan S. Cohen
Keywords: Change;
Citation: Kotter, John P., and Dan S. Cohen. The Heart of Change. Boston, MA: Harvard Business School Press, 2002.
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Book
| 1999
John Kotter on What Leaders Really Do
J. P. Kotter
Keywords: Leadership;
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Book
| 1997
Matsushita Leadership: Lessons from the 20th Century's Most Remarkable Entrepreneur
J. P. Kotter
Keywords: Leadership;
History;
Japan;
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Book
| 1996
Leading Change
J. P. Kotter
Keywords: Leading Change;
Boston;
Citation: Kotter, J. P. Leading Change. Boston: Harvard Business School Press, 1996.
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Book
| 1995
The New Rules: How to Succeed in Today's Post-corporate World
J. P. Kotter
Keywords: Corporate Strategy;
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Book
| 1992
Corporate Culture and Performance
J. P. Kotter and J. L. Heskett
Keywords: Organizational Culture;
Performance;
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Book
| 1992
Organization: Text, Cases, and Readings on the Management of Organization Design and Change
P. F. Schlesinger, L. A. Schlesinger, V. Sathe and J. P. Kotter
Keywords: Management;
Organizational Design;
Organizational Change and Adaptation;
Cases;
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Book
| 1990
A Force for Change: How Leadership Differs from Management
J. P. Kotter
Keywords: Leading Change;
Management;
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Book
| 1988
The Leadership Factor
J. P. Kotter
Keywords: Leadership;
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Book
| 1986
The General Managers
J. P. Kotter
Keywords: Managerial Roles;
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Book
| 1986
Organization: Text, Cases, and Readings on the Management of Organization Design and Change
J. P. Kotter, L. A. Schlesinger and V. Sathe
Keywords: Management;
Organizational Design;
Organizational Change and Adaptation;
Cases;
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Book
| 1985
Power and Influence: Beyond Formal Authority
J. P. Kotter
Keywords: Power and Influence;
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Book
| 1985
Self-Assessment and Career Development
J. P. Kotter, J. Clawson, V. Faux and C. McArthur
Keywords: Personal Development and Career;
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Book
| 1982
The General Managers
J. P. Kotter
Keywords: Managerial Roles;
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Article
| Harvard Business Review
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Accelerate!
John P. Kotter
Citation: Kotter, John P. " Accelerate!" Harvard Business Review 90, no. 11 (November 2012): 45–58.
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Article
| Harvard Business Review
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Managing Your Boss
John J. Gabarro and John P. Kotter
The best way to make a major impact in your organization? Forge a strong relationship with your boss. You'll get the support and resources you need to put your great ideas into action. But "managing up" isn't easy. For example, if you're reporting to a new CEO, you stand a good chance of finding yourself out the door. In this unique situation, it's vital to make the right first impression and swiftly establish your value. Equally challenging, it's not always clear what actions and attitudes your boss expects from you--or how he prefers to communicate and make decisions. This Harvard Business Review collection provides the guidebook you'll need to build a positive bond with your boss. You'll find suggestions for starting off on the right foot with a new supervisor, demonstrating the behaviors he expects, and discerning his work-style preferences. "Managing up" isn't manipulation. It's the surest route to giving your boss the cooperation he needs--and getting the resources you need to excel on the job.
Keywords: Organizations;
Relationships;
Value;
Behavior;
Communication;
Decisions;
Citation: Gabarro, John J., and John P. Kotter. " Managing Your Boss." Harvard Business Review 85, no. 5 (May 2007).
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Article
| Harvard Business Review
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Managing Your Boss
John J. Gabarro and John P. Kotter
Keywords: Management;
Citation: Gabarro, John J., and John P. Kotter. " Managing Your Boss." Harvard Business Review 83, no. 1 (January 2005).
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Article
| Business Fundamentals as Taught at the Harvard Business School
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Leadership for New Managers
Linda A. Hill, J. J. Gabarro and J. Kotter
Keywords: Leadership;
Management;
Citation: Hill, Linda A., J. J. Gabarro, and J. Kotter. "Leadership for New Managers." Business Fundamentals as Taught at the Harvard Business School (1998).
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Article
| Harvard Business Review
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Retrospective Commentary on: 'Managing Your Boss'
John J. Gabarro and J. P. Kotter
Keywords: Management;
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Article
| Harvard Business Review
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Managing Your Boss
John J. Gabarro and John P. Kotter
Keywords: Management;
Employees;
Citation: Gabarro, John J., and John P. Kotter. " Managing Your Boss." Harvard Business Review 71, no. 3 (May–June 1993): 150–157.
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Article
| Harvard Business Review
|
Managing Your Boss
John J. Gabarro and John P. Kotter
Keywords: Management;
Employees;
Citation: Gabarro, John J., and John P. Kotter. " Managing Your Boss." Harvard Business Review 58, no. 1 (January–February 1980).
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Chapter
| Managing Yourself
| 2005
Managing Up
John J. Gabarro and John P. Kotter
Keywords: Management;
Citation: Gabarro, John J., and John P. Kotter. "Managing Up." In Managing Yourself. 1st ed. Boston, MA: Harvard Business School Publishing, 2005.
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Case
| HBS Case Collection
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2007
(Revised from original 1993 version)
Jack Thomas
John P. Kotter and Andrew P. Burtis
This redisguised version of an earlier case, Tom Levick, provides an updated setting but does not change the teaching objectives. Chronicles the first six weeks of experience on the job for a recent business school graduate. Emphasis is on managing upwards--particularly with respect to errors discovered by the protaganist for which his boss was responsible. Provides background data.
Keywords: Power and Influence;
Behavior;
Leadership Style;
Strategy;
Rank and Position;
Publishing Industry;
Citation: Kotter, John P., and Andrew P. Burtis. " Jack Thomas." Harvard Business School Case 494-062, June 2007. (Revised from original November 1993 version.)
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Case
| HBS Case Collection
|
1997
(Revised from original version)
Recruiting at Bowles Hollowell Conner & Co.
John J. Gabarro, Herminia M. Ibarra, John P. Kotter and Andrew P. Burtis
Examines the recruiting process of Bowles Hollowell Conner & Co. (BHC), an investment banking firm known for its work with middle market companies. Specifically, presents a profile of the firm and its recruiting process and then examines that process through the firm's recruiting efforts at Harvard Business School (HBS). Includes the resumes of 17 second-year HBS students who sought interviews for an associate position with BHC and raises the issue of how interview selections were made from those resumes.
Keywords: Investment Banking;
Recruitment;
Selection and Staffing;
Job Interviews;
Banking Industry;
Citation: Gabarro, John J., Herminia M. Ibarra, John P. Kotter, and Andrew P. Burtis. " Recruiting at Bowles Hollowell Conner & Co." Harvard Business School Case 494-071, March 1997. (Revised from original December 1993 version.)
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Case
| HBS Case Collection
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1994
(Revised from original version)
Sir John Harvey-Jones
John P. Kotter
Citation: Kotter, John P. " Sir John Harvey-Jones." Harvard Business School Case 490-013, October 1994. (Revised from original September 1989 version.)
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Case
| HBS Case Collection
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1994
(Revised from original version)
Gloria Hilliard Mayfield at Mary Kay Cosmetics, Inc.
John P. Kotter and Andrew P. Burtis
Keywords: Beauty and Cosmetics Industry;
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Supplement
| HBS Case Collection
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1993
(Revised from original version)
First National City Bank Operating Group (C)
John P. Kotter and Andrew P. Burtis
Provides a short summary of John Reed's succession at City Bank from Executive Vice President in 1976 to CEO in 1984.
Keywords: Management Teams;
Personal Development and Career;
Banking Industry;
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Case
| HBS Case Collection
|
1993
(Revised from original version)
Renn Zaphiropoulos
John P. Kotter
Focuses on the management style of Renn Zaphiropoulos in the context of a rapidly changing business environment within Xerox Corporation. To be contrasted with the case, Fred Henderson and the videotape, A Day with Fred Henderson (9-881-502), which are appropriate for a more stable environment.
Keywords: Situation or Environment;
Management Style;
Consumer Products Industry;
Electronics Industry;
Citation: Kotter, John P. " Renn Zaphiropoulos." Harvard Business School Case 480-044, October 1993. (Revised from original January 1980 version.)
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Case
| HBS Case Collection
|
1993
(Revised from original 1990 version)
Changing the Culture at British Airways
John P. Kotter
In just 10 years, 1980-1990, British Airways turned around both its declining image and financial situation. Focusing on the paramount importance of customer service, British Airways went from "bloody awful" to "bloody awesome." Experiencing a financial crisis in 1981 and trying to meet the challenges of privatization helped the people at British Airways focus on changing their culture through reorganization and instituting new beliefs.
Keywords: Organizational Change and Adaptation;
Organizational Culture;
Problems and Challenges;
Customer Relationship Management;
Corporate Strategy;
Privatization;
Air Transportation Industry;
United Kingdom;
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Case
| HBS Case Collection
|
1993
(Revised from original version)
Kyocera Corp.
John P. Kotter
Examines the three factors critical to this company's remarkable success in the high tech field. The first factor is the founder, Dr. Inamori's powerful leadership. The second is the strong corporate culture or philosophy of the firm. The third element in Kyocera's success is the company's management systems, i.e. the "amoeba" system of profit centers. This system is bound together by an interactive level of meetings and the strong philosophy of the company which emphasizes both creativity and working toward a higher goal for the good of the company. This philosophy of a higher common goal prevents infighting amongst profit centers and preserves a unity of purpose, while encouraging a great deal of individual autonomy and creativity through the management system. This system in conjunction with the philosophy also promotes multiple levels of leadership and individual initiative throughout the firm. Dr. Inamori's leadership communicates this philosophy to the employees.
Keywords: Customer Relationship Management;
Hardware;
Leadership Style;
Management Systems;
Management Style;
Organizational Culture;
Practice;
Profit;
Planning;
Technology Industry;
Electronics Industry;
Citation: Kotter, John P. " Kyocera Corp." Harvard Business School Case 491-078, July 1993. (Revised from original March 1991 version.)
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Case
| HBS Case Collection
|
1993
(Revised from original 1991 version)
Cultural Change at Nissan Motors
John P. Kotter
Depicts the reformation of Nissan Motor Co.'s corporate culture and the company's subsequent turnaround in market share and profits. In 1985, Yutaka Kume became president of Nissan and thereafter, he continually emphasized the need for internal change throughout the organization. Despite the difficulty of effecting widespread change in such a large organization, Nissan's managers and employees got behind this effort. By 1990, there was a discernable difference in Nissan's image and product. The infamous "econo-boxes" of the early 1980s had been replaced by sleek new models like the Silva (240sx). This case explores many of the changes which took place throughout the organization to make such cultural change possible and effective, from the top management level, to the design department, to the assembly line. Also examines the difficulty and time needed to make lasting change in an organization.
Keywords: Organizational Change and Adaptation;
Organizational Culture;
Leadership;
Behavior;
Governing Rules, Regulations, and Reforms;
Change Management;
Management;
Auto Industry;
Manufacturing Industry;
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Supplement
| HBS Case Collection
|
1992
British Airways: Question and Answer Session with Advanced Management Program Participants, November 15, 1991 Sir Colin Marshall Chief Executive
John P. Kotter
Keywords: Air Transportation Industry;
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Supplement
| HBS Case Collection
|
1989
Jan Carlzon, SAS, Video
John P. Kotter
Presents Jan Carlzon, Scandinavian Airline's (SAS) CEO, answering questions from executives in February of 1989.
Keywords: Management Teams;
Air Transportation Industry;
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Case
| HBS Case Collection
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1988
(Revised from original version)
Megalith, Inc. -- Hay Associates (B) (Original Version)
John P. Kotter
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Case
| HBS Case Collection
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1988
(Revised from original version)
Megalith, Inc. -- Hay Associates (C) (Original Version)
John P. Kotter
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Supplement
| HBS Case Collection
|
1987
(Revised from original version)
Arthur Johnson (B)
John P. Kotter
Citation: Kotter, John P. " Arthur Johnson (B)." Harvard Business School Supplement 483-065, April 1987. (Revised from original November 1982 version.)
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Supplement
| HBS Case Collection
|
1985
(Revised from original version)
General Foods: Food Service Division (C)
John P. Kotter
Keywords: Food and Beverage Industry;
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Case
| HBS Case Collection
|
1985
(Revised from original 1980 version)
British Steel Corporation: The Korf Contract
John P. Kotter and John M. Stengrevics
Traces a complex resource allocation decision facing British Steel in 1975. Students study the influences on the various managers involved in making the decision.
Keywords: Resource Allocation;
Decision Making;
Management Teams;
Metals and Minerals;
Steel Industry;
United Kingdom;
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Supplement
| HBS Case Collection
|
1985
Xerox Corp.: Fred Henderson, VP Corporate Quality Office, Video
John P. Kotter and Jay W. Lorsch
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Case
| HBS Case Collection
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1984
(Revised from original 1976 version)
Megalith, Inc. -- Hay Associates (A)
John P. Kotter
In 1969, Megalith centralized its financial and control functions. John Boyd, senior vice president for finance, hired four brilliant young managers to "bring the group out of the stone age." By 1975, this management team had created a near-perfect finance office of 630 employees. But two of the "young stars" have just quit, and Boyd is sure the constraints of salary ceilings are responsible. He talks with a compensation consultant (Hay Associates).
Keywords: Management Teams;
Compensation and Benefits;
Motivation and Incentives;
Problems and Challenges;
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Case
| HBS Case Collection
|
1984
(Revised from original version)
Continental Can Co. of Canada Ltd. (B)
John P. Kotter
Keywords: Canada;
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Case
| HBS Case Collection
|
1983
(Revised from original version)
TRW Systems Group (A&B) (Condensed)
John P. Kotter
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Case
| HBS Case Collection
|
1983
(Revised from original version)
Fred Henderson
John P. Kotter
Focuses on the management style of Fred Henderson in the context of a relatively stable business environment within Xerox Corporation. To be contrasted with the case, Renn Zaphiropoulos and the videotape, A Day with Renn Zaphiropoulos (9-881-501), which are appropriate for a more dynamic environment.
Keywords: Situation or Environment;
Management Style;
Consumer Products Industry;
Electronics Industry;
Citation: Kotter, John P. " Fred Henderson." Harvard Business School Case 480-043, October 1983. (Revised from original December 1979 version.)
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Case
| HBS Case Collection
|
1982
Arthur Johnson (A)
John P. Kotter
Citation: Kotter, John P. " Arthur Johnson (A)." Harvard Business School Case 483-064, November 1982.
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Supplement
| HBS Case Collection
|
1982
Arthur Johnson (C)
John P. Kotter
Citation: Kotter, John P. " Arthur Johnson (C)." Harvard Business School Supplement 483-066, November 1982.
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Case
| HBS Case Collection
|
1982
(Revised from original version)
Karen Harper
John P. Kotter
Citation: Kotter, John P. " Karen Harper." Harvard Business School Case 481-054, April 1982. (Revised from original September 1980 version.)
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Supplement
| HBS Case Collection
|
1982
Mike Rose, Video
John P. Kotter
Citation: Kotter, John P. " Mike Rose, Video." Harvard Business School Video Supplement 882-519, March 1982.
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Case
| HBS Case Collection
|
1982
(Revised from original version)
Parker Brothers
John P. Kotter
Citation: Kotter, John P. " Parker Brothers." Harvard Business School Case 480-047, March 1982. (Revised from original January 1980 version.)
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Supplement
| HBS Case Collection
|
1982
General Foods: Food Service Division, Video
John P. Kotter
Keywords: Food;
Food and Beverage Industry;
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Supplement
| HBS Case Collection
|
1982
British Steel: Interview with Sir Monty Finniston (Abridged), Video
John P. Kotter
Keywords: Metals and Minerals;
Steel Industry;
United Kingdom;
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Supplement
| HBS Case Collection
|
1981
General Foods: Food Service Division (B)
John P. Kotter
Keywords: Food and Beverage Industry;
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Case
| HBS Case Collection
|
1981
Mike Rose (A)
John P. Kotter
Citation: Kotter, John P. " Mike Rose (A)." Harvard Business School Case 482-007, October 1981.
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Case
| HBS Case Collection
|
1981
Mike Rose (B)
John P. Kotter
Citation: Kotter, John P. " Mike Rose (B)." Harvard Business School Case 482-008, October 1981.
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Case
| HBS Case Collection
|
1981
Mary Kay Cosmetics, Inc.
John P. Kotter
Introduces the student to Mary Kay Cosmetics, Inc., its business, its strategy, and its organization. Provides the necessary background for understanding the contributions of Mary Kay Ash, the company's founder and chairman.
Keywords: Management Teams;
Business Strategy;
Organizations;
Beauty and Cosmetics Industry;
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Case
| HBS Case Collection
|
1980
Smithfield Instrument Corp. (A)
John P. Kotter
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Supplement
| HBS Case Collection
|
1980
Smithfield Instrument Corp. (B)
John P. Kotter
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Supplement
| HBS Case Collection
|
1980
Smithfield Instrument Corp. (C)
John P. Kotter
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Supplement
| HBS Case Collection
|
1980
Smithfield Instrument Corp. (D)
John P. Kotter
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Supplement
| HBS Case Collection
|
1980
Smithfield Instrument Corp. (E)
John P. Kotter
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Supplement
| HBS Case Collection
|
1980
Smithfield Instrument Corp. (F)
John P. Kotter
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Supplement
| HBS Case Collection
|
1980
Smithfield Instrument Corp. (G)
John P. Kotter
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Case
| HBS Case Collection
|
1980
(Revised from original version)
Drug Fair, Inc. (A)
John P. Kotter and Leonard A. Schlesinger
Keywords: Family Business;
Management Succession;
Citation: Kotter, John P., and Leonard A. Schlesinger. " Drug Fair, Inc. (A)." Harvard Business School Case 477-063, September 1980. (Revised from original December 1976 version.)
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Supplement
| HBS Case Collection
|
1980
Renn Zaphiropoulos, A Day with, Video
John P. Kotter
Focuses on the management style of Renn Zaphiropoulos in the context of a rapidly changing segment of Xerox's business environment. To be contrasted with the videotape, Day with Fred Henderson (9-881-502) and the case, Fred Henderson (9-480-043).
Keywords: Change Management;
Management Style;
Organizational Change and Adaptation;
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Supplement
| HBS Case Collection
|
1980
Fred Henderson, A Day with, Video
John P. Kotter
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Case
| HBS Case Collection
|
1980
(Revised from original version)
Fred Fischer
John P. Kotter
Citation: Kotter, John P. " Fred Fischer." Harvard Business School Case 480-045, July 1980. (Revised from original December 1979 version.)
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Background Note
| HBS Case Collection
|
1979
(Revised from original version)
Managing Differentiation and Integration, Part I
John P. Kotter
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Case
| HBS Case Collection
|
1978
(Revised from original version)
Century Paper Corp.
John P. Kotter, Richard E. Walton and Leonard A. Schlesinger
Keywords: Pulp and Paper Industry;
Citation: Kotter, John P., Richard E. Walton, and Leonard A. Schlesinger. " Century Paper Corp." Harvard Business School Case 477-076, June 1978. (Revised from original January 1977 version.)
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Case
| HBS Case Collection
|
1977
(Revised from original version)
Bradshaws
John P. Kotter
Citation: Kotter, John P. " Bradshaws." Harvard Business School Case 476-052, October 1977. (Revised from original August 1975 version.)
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Case
| HBS Case Collection
|
1976
Environmental Research Laboratories
John P. Kotter
Keywords: Research;
Green Technology Industry;
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Background Note
| HBS Case Collection
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1976
Organizational Design Tools
John P. Kotter
Keywords: Organizational Design;
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Background Note
| HBS Case Collection
|
1976
Managing Change, Part I: The Problem of Resistance
John P. Kotter and Jay W. Lorsch
Keywords: Change Management;
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Background Note
| HBS Case Collection
|
1975
Managing Differentiation and Integration, Part II
John P. Kotter
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