John Kotter on how to ward off an inward focus and start recognizing new opportunities, helping you identify hazards from competitors, customers, or regulatory changes. “Usually top management shields people from disquieting news. Then when they try to initiate significant changes, a low sense of urgency within middle management makes execution painfully difficult. The change effort eventually fails or falls far short of top management’s aspirations.” “The choice is clear. Do you want to risk short-term problems, or do you want to shield people from relevant external information, allow complacency to remain too high, and ultimately to undermine an organization’s future?”
“We suffer more often in the imagination than in reality.”
Many people out there, including scientists, claim to have discovered a series of game-changing revolutions. Here’s why we don’t buy it.
We have searched and searched but have never found one.
After reading a story earlier this week about the problems in Bank of America’s mortgage modification department, I wondered—has the mortgage crisis become so large and pervasive that we have […]