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--- accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter [2017/03/21 09:18] – [Want to Know More] hpsamios
+++ accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter [2017/03/21 09:22] – [How Does Is This Book Different To Previous Books] hpsamios
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   * 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 Does Is This Book Different To Previous Books ======
+====== 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.
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   * 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 ======