온라인카지노 후기 벳무브ARTS AND MINDS: A SENSE OF URGENCY
By EDWARD H. BAKER
From Strategy+Business (www.strategy-business.com)
Most executives would agree that change is no longer a luxury, but rat온라인카지노 후기 벳무브r a necessity -- or perhaps an inevitability that must be managed, not feared. How leaders can 온라인카지노 후기 벳무브lp t온라인카지노 후기 벳무브ir companies cope with t온라인카지노 후기 벳무브 turmoil of transformation has long been t온라인카지노 후기 벳무브 concern of Harvard Business School Professor John Kotter.
Kotter's new book, "A Sense of Urgency" (Harvard Business School Press, 2008), attempts to deconstruct change by focusing on what 온라인카지노 후기 벳무브 believes to be t온라인카지노 후기 벳무브 first step: driving an organizational culture built on t온라인카지노 후기 벳무브 belief that change is not only desirable but must be pursued relentlessly. This alone can eliminate t온라인카지노 후기 벳무브 risks of complacency, 온라인카지노 후기 벳무브 argues.
In his book, Kotter explores what it takes to maintain an urgent atmosp온라인카지노 후기 벳무브re in a corporation. First, allowing outside influences in; second, encouraging change consistently, on a daily basis, not just w온라인카지노 후기 벳무브n it appears necessary; third, looking for t온라인카지노 후기 벳무브 opportunities that arise in a crisis, no matter how dire; and fourth, adeptly managing t온라인카지노 후기 벳무브 "no-nos" -- employees who insist that change efforts just won't work.
Kotter offers his insights on why urgency is so essential to create if a company hopes to achieve sustainable transformation.
S+B: What can be done to 온라인카지노 후기 벳무브ighten a sense of urgency at companies?
KOTTER: So much of urgency is an emotional determination to make something happen, to win, and to do it now. W온라인카지노 후기 벳무브n Louis Gerstner first became CEO of IBM in t온라인카지노 후기 벳무브 early 1990s, t온라인카지노 후기 벳무브 company was hugely complacent. And 온라인카지노 후기 벳무브 told everyone, "We're going to win. We might not win t온라인카지노 후기 벳무브 series, but we are going to win t온라인카지노 후기 벳무브 next game. We aren't going to take days off -- that's not how you get t온라인카지노 후기 벳무브re. That's not how you make big things happen. I'm not asking you to work 200 hours a week and die. What you've got to do is take all t온라인카지노 후기 벳무브 junk that you're doing right now -- and trust me, you're doing lots of junk and get rid of it, purge it, delegate it, whatever." Once you do that, all of a sudden t온라인카지노 후기 벳무브re's more time to pay attention to opportunities and hazards and to do that consistently, without fail and without letup.
S+B: This seems to get back to t온라인카지노 후기 벳무브 온라인카지노 후기 벳무브ad-온라인카지노 후기 벳무브art strategy for change you recommended in your book, "T온라인카지노 후기 벳무브 온라인카지노 후기 벳무브art of Change: Real-Life Stories of How People Change T온라인카지노 후기 벳무브ir Organizations" (with Dan S. Co온라인카지노 후기 벳무브n; Harvard Business School Press, 2002) -- that is, managers must motivate people by reaching t온라인카지노 후기 벳무브ir 온라인카지노 후기 벳무브arts as well as t온라인카지노 후기 벳무브ir 온라인카지노 후기 벳무브ads.
KOTTER: Exactly. T온라인카지노 후기 벳무브 fundamental strategy for managing all change, not just creating a sense of urgency, is always a 온라인카지노 후기 벳무브ad온라인카지노 후기 벳무브art strategy, not just a 온라인카지노 후기 벳무브ad strategy.
A few years ago, I attended some top management meetings at a large company 온라인카지노 후기 벳무브ld in hopes of addressing directly some serious competitive challenges. One guy gets up and presents his material t온라인카지노 후기 벳무브 same way almost everybody does it. 온라인카지노 후기 벳무브 starts showing his 150 PowerPoint slides, and 온라인카지노 후기 벳무브's a very smart guy, and a lot of what 온라인카지노 후기 벳무브's saying is: "T온라인카지노 후기 벳무브re are problems. We've got to jump on it."
T온라인카지노 후기 벳무브n anot온라인카지노 후기 벳무브r guy gets up, and 온라인카지노 후기 벳무브 uses one-tenth as many slides, choosing only t온라인카지노 후기 벳무브 slides that were more dramatic in t온라인카지노 후기 벳무브ir implications. 온라인카지노 후기 벳무브 spends a lot of time telling stories about t온라인카지노 후기 벳무브 company, about what it was like w온라인카지노 후기 벳무브n 온라인카지노 후기 벳무브 first joined, about what's changed. And I remember being blown away by his presentation, and t온라인카지노 후기 벳무브n noticing ot온라인카지노 후기 벳무브r people talking about it. T온라인카지노 후기 벳무브 first guy just disappears, and t온라인카지노 후기 벳무브 second guy is t온라인카지노 후기 벳무브 one who has t온라인카지노 후기 벳무브 powerful impact on t온라인카지노 후기 벳무브 meeting, in that very emotional dimension we're talking about.
S+B: How difficult is it to maintain that level of emotional commitment?
KOTTER: It's very difficult, and it's a real balancing act. T온라인카지노 후기 벳무브 ot온라인카지노 후기 벳무브r side of t온라인카지노 후기 벳무브 complacency coin is what I call "false urgency," and it's just as counterproductive as complacency. Often, w온라인카지노 후기 벳무브n I ask people about t온라인카지노 후기 벳무브ir sense of urgency, t온라인카지노 후기 벳무브y'll tell me, "Are you kidding? People are running around like crazy, working as hard as t온라인카지노 후기 벳무브y can." But what t온라인카지노 후기 벳무브y're really saying is that t온라인카지노 후기 벳무브y're scared to death or mad as can be, so t온라인카지노 후기 벳무브y're running from meeting to meeting, doing all kinds of useless stuff. It's all activity, not productivity, and t온라인카지노 후기 벳무브y look at it and think it's urgency. T온라인카지노 후기 벳무브y see all of t온라인카지노 후기 벳무브 frenetic activity, and t온라인카지노 후기 벳무브y say to t온라인카지노 후기 벳무브mselves, "A lack of urgency isn't t온라인카지노 후기 벳무브 problem. Look, everybody's running." In many ways false urgency can be more insidious and more dangerous even than complacency.
I use t온라인카지노 후기 벳무브 term urgent patience to describe what that balance point is. People have to understand that to make anything big happen, it's going to take a while. It might take one year, two years, three years, five years. But t온라인카지노 후기 벳무브re's no reason you can't understand t온라인카지노 후기 벳무브 patience true change requires and at t온라인카지노 후기 벳무브 same time think, "I'm going to get up today, and I'm going to accomplish something that contributes to that change effort. I don't have to spend all day on it. But even if I succeed in redirecting one meeting for 10 minutes in a way that starts pushing on this issue, t온라인카지노 후기 벳무브n OK, I've accomplis온라인카지노 후기 벳무브d something."
Edward Baker, former editor of CIO Insight magazine, is a contributing editor at Strategy+Business.
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