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--- accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter [2017/03/20 07:43] – hpsamios
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   * Functions of the Guiding Coalition include "(1) making sure the network has a change vision that is totally aligned with the Big Opportunity; (2) agreeing on what the primary strategic initiatives are at any one point in time and making sure they are aligned with the change vision as well as any left-side strategic plans and strategic initiatives; (3) keeping in tight communication with the executive committee, but not as in a left-side reporting relationship; (4) monitoring, but not controlling, what is happening in the strategy-accelerator network, looking out for unnoticed overlap between initiatives on the right and left, and facilitating communication and problem solving among initiatives; (5) looking for and celebrating wins; and (6) in general keeping the accelerator processes working well."
   * On why we can ask people to participate in both the hierarchical work as well as network work "The key issue here is that people’s energy levels are not a zero-sum number. It’s not the case that, if 20% of your capacity goes into network activities, there is only 80% left over for your regular job. People can expand their energy and expertise to 120% or 150% of current levels, and in a well-functioning dual system they do. If you have never seen this, it can, quite logically, be hard to believe. But most of us have seen this, at least within the context of a whole life. Think of the parent who has no spare time but somehow makes time, without shirking other commitments, when his or her child needs tutoring to do well in school. Or the man who is “exhausted” at the end of the workday yet is building a twenty-five-foot boat in his backyard with energy that comes from … where?" In other words, it's not a zero sum "resource" game.
+====== How Is This Book Different To Other Kotter Books ======
+The book I've used in the past to guide with work associated with transformations to an agile approach was [[https://www.amazon.com/Leading-Change-New-Preface-Author-ebook/dp/B00A07FPEO/ref=sr_1_1?ie=UTF8&qid=1490112030&sr=8-1&keywords=leading+change+kotter|"Leading Change" - John Kotter]] where Kotter talked about an eight-step process for managing change with positive results. By outlining the process every organization must go through to achieve its goals, and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work. Leading Change is widely recognized as his seminal work and is an important precursor to his newer ideas on acceleration published in Harvard Business Review.
+The eight step process talked about was very similar to the steps above:
+  - Create a sense of urgency
+  - Pull together a guiding coalition
+  - Develop a change vision and strategy
+  - Communicate for understanding and buy-in
+  - Empower all others to act
+  - Produce short term wins
+  - Don't let up
+  - Make sure the change sticks
+As you can see, the steps line up pretty well. To my way of thinking there is value both books although you would not have to read both to get the value. The main differences are:
+  * The idea of the "dual operating system" with a hierarchical and network component in "Accelerate" book. The driver is that idea that change is constant for organizations and so a single "transformation" is not what organizations need.
+  * There is a discussion of budgeting a transformation in the "Leading Change" book. My experience is that some money needs to be available to allow the transformation to take whole without the need to go through the hierarchical organization.
+  * The "Leading Change" book has explicit emphasis on communication. My view is that you cannot over-communicate this type of change. The "Accelerate" book has a lot of discussion on communication, but seems to emphasize it less.
+  * "Leading Change" talks about creating a "vision" and "strategy"; "Accelerate" talks about defining a "Big Opportunity". The opportunity is more than a typical dry vision / strategy piece, developed as a collaboration and incorporating the human (feeling) aspect so that it improves engagement (thus allowing organizations to overcome inertia).
+My experience is that you need elements of "Leading Change" when we are doing an agile transformation initially - "Leading Change" to get you to "Accelerate" network model. This is partially because there are a lot of changes to existing thinking that needs to be worked into an agile transformation in many instances.
 ====== Want to Know More ======