Widely regarded as the world's foremost authority on leadership and change

Harvard Business School Professor John Kotter is widely regarded as the world's foremost authority on leadership and change. His has been the premier voice on how the best organizations actually "do" change.

John Kotter’s international bestseller Leading Change—which outlined an actionable, 8-step process for implementing successful transformations—became the change bible for managers around the world. In October 2001, Business Week magazine rated Kotter the #1 "leadership guru" in America based on a survey they conducted of 504 enterprises.
His newest work released September 2006, Our Iceberg Is Melting, puts the 8-step process within an allegory, making it accessible to the broad range of people needed to effect major organizational transformations.

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. His books are in the top 1% of sales from Amazon.com.

He is a graduate of MIT and Harvard. He joined the Harvard Business School faculty in 1972. In 1980, at the age of 33, he was given tenure and a full professorship.

Professor Kotter is the author of 15 books, a collection that has given him more honors and awards than any other writer on the topics of leadership and change. In addition to Our Iceberg is Melting (2006) and Leading Change (1996), Professor Kotter is the author of The Heart of Change (2002), John P. Kotter on What leaders Really Do (1999), Matsushita Leadership (1997), Corporate Culture and Performance (1992), A Force for Change (1990), The Leadership Factor (1998), Power and Influence (1985), The General Managers (1982), and five other books published in the 1970s. He has created two executive videos; one on "Leadership" (1981), and one on "Corporate Culture" (1993), and an educational CD-ROM (1998) based on the Leading Change book. His educational articles in the Harvard Business Review have sold a million and a half copies. Professor Kotter's books have been printed in over seventy foreign language editions, and total sales exceed two million copies.

Professor Kotter's honors include an Exxon Award for Innovation in Graduate Business School Curriculum Design, and a Johnson, Smith & Knisely Award for New Perspectives in Business Leadership. In 1996, Professor Kotter's Leading Change was named the #1 management book of the year by Management General. In 1998, his Matsushita Leadership won first place in the Financial Times, Booz-Allen Global Business Book Competition for biography/autobiography.

Professor Kotter talks to groups with one and only one goal: to motivate action that gets better results.

His presentations

Professor Kotter's goal is to mobilize an audience to action, spurring them to reexamine their practices and provide more leadership in their spheres of activity. Because this is obviously an ambitious objective, the process Professor Kotter uses is not the norm at business meetings. His method is both intellectual and emotional. It involves audience participation as well as one-way lecturing. He uses humor, videotape, prepared slides, case studies and a little theatrical flourish.

Professor Kotter presents to groups as small as ten and as large as many thousands. He rarely accepts time slots less than two hours and usually presents a two-day seminar at least once a year. Audience members are quite often senior executives in their organizations but may also be middle managers, staff, or mixed groups. Regardless of the group size or make-up, audience feedback is consistently positive and enthusiastic.

Topics

Leadership - More and more, managers at all levels in enterprises need to provide leadership in their realm of activities, yet there is much confusion regarding why this is so and what leaders really do. Kotter clears up the confusion with a compelling set of messages.

Leading Change - Reorganizing, reengineering, strategic shifts, quality programs, mergers and acquisitions - all these activities and more are designed to create significant change, yet far too often they pay off much less than expected. Listen to Kotter and find out what's the problem and how great firms succeed where others fail.

Change - The rate of change will only increase as globalization and technology sends a tidal wave across more and more industries. Helping people to understand the implications and motivating them to act sensibly are major issues for virtually all enterprises.

Leadership vs. Management - Many organizations today are over managed and under led at least partially because people have not been taught to appreciate the differences between management and leadership. The differences are significant and the implications for enterprise performance in today's environment are most powerful.

Books

• The Iceberg Manifesto (2008)
Kotter strongly believes that the world needs much more action from a broader range of people—action that is informed, committed, and inspired—to help us all
in an era of increasing change.
• The Heart of Change (2002)
• John P. Kotter on What Leaders Really Do (1999)
• Matsushita Leadership (1997)
• Leading Change (1996), The New Rules (1995)
• Corporate Culture and Performance (1992)
• A Force for Change (1990)
• The Leadership Factor (1988)
• Power and Influence (1985)
• The General Managers (1982

Book John Kotter

To book John Kotter for your event, or to discuss you requirements further with one of our consultants, contact us via the web, or call +44 (0) 1628 636 600