In his international bestseller "Leading Change," Kotter provided an action plan for implementing successful transformations. Now, he shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.

"This is one of the most important Agile books since The Phoenix Project." —Charles Betz, Principle Analyst, Forrester Research It's no secret that we are living in the Digital Age. Technology companies make up seven of the world's ten largest firms by market capitalization. And the key to their success is the key to all modern organizations. Jonathan Smart, business agility practitioner, thought leader, and coach, reveals the patterns and antipatterns that will help organizations from every industry deliver better value sooner, safer, and happier through high levels of engagement, inclusion, and empowerment. Through his decades of experience in the technology world, Smart provides business leaders with a blueprint for creating a world-class organization of the future. Through Agile and Lean ways of working, business leaders can empower teams to improve production, grow together, and create better services for their customers. These better ways of working have overflowed from the IT department to every corner of successful organizations, taking root in every industry from aerospace to accounting, insurance to shipping. This book is not about software development. It is not a book about the computer industry. This book is about applying agility across the entire organization. It's a book that will put you at the front of change and ahead of the competition. "A true business-wide perspective on Digital Transformation and the need for whole business agility." —Adam Banks, Non Executive Director and Former CTIO of AP Moller Maersk **Note from the Authors: Purchases will result in the planting of trees and empowerment of women, in countries with the lowest scores on the IUCN's gender and environment index. It's not just carbon neutral, purchases in any format will result in, on average, 10x greater carbon offset.

From the New York Times bestselling author of My Share of the Task and Leaders, a manual for leaders looking to make their teams more adaptable, agile, and unified in the midst of change. When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training—but none of that seemed to matter. To defeat Al Qaeda, they would have to combine the power of the world’s mightiest military with the agility of the world’s most fearsome terrorist network. They would have to become a "team of teams"—faster, flatter, and more flexible than ever. In Team of Teams, McChrystal and his colleagues show how the challenges they faced in Iraq can be rel­evant to countless businesses, nonprofits, and or­ganizations today. In periods of unprecedented crisis, leaders need practical management practices that can scale to thousands of people—and fast. By giving small groups the freedom to experiment and share what they learn across the entire organiza­tion, teams can respond more quickly, communicate more freely, and make better and faster decisions. Drawing on compelling examples—from NASA to hospital emergency rooms—Team of Teams makes the case for merging the power of a large corporation with the agility of a small team to transform any organization.

For nearly thirty years we have been supporting managements of organizations through processes of transformation. We guide the course of efficiency measures, mergers, splits, globalization, establishing or discontinuing production and operational sites, opening or closing branches, and various other types of transformations which allow the organization to shift from one position to another.In the 1990s, we witnessed the peak of the high tech bubble, which contributed to notions about a new economy. Parts of this bubble dissipated while some vestiges still adhere to the current global economy, but its effects undoubtedly created a change in worldviews and impacted the way we live.*Within all these transformation processes, and through all the years, managements continued to deal with issues concerning budgetary matters, operations, project plans, and organizational change management. However, in recent years, and particularly in the last two years, there has been a significant change in the trends we observe and in the processes in which we are involved.In the past, we have been accustomed to thinking and believing that no matter what the change is, it was always focused on people, and therefore managing change was a critical component to the success of the transformation processes. Yet now, contrary to our previous convictions, the focus has moved to technology and the rules of the game have changed.In recent years, we have been seeing a growing urgency within organizations, at the CEO level, management and at various levels of the organization. In most cases, the reasons for this urgency have not been sufficiently defined. It was "something in the air", in the way things were done.But this was not the case.In the past, we believed that a successful change was based upon the foundation of appropriate plans and assessments, and therefore the organization should well prepare before carrying through in a new direction. However, the rules of the game have now changed dramatically. The essence of the change we experience is defined through its pace - and this overturns all earlier assumptions.In this book we will analyze the trends of change and its various dimensions. We will identify the already visible implications, whether widely acknowledged - or just beginning to be discerned.Furthermore, we will take another step further and offer a range of solutions for managing change in organizations operating in a world of disruption, in the age of urgency.

This book explores how, in the wake of the Anthropocene, the growing call for urgent decarbonisation and accelerated energy transitions might have unintended consequences for energy poverty, justice and democracy, especially in the global South. Dilemmas of Energy Transitions in the Global South brings together theoretical and empirical contributions focused on rethinking energy transitions conceptually from and for the global South, and highlights issues of justice and inclusivity. It argues that while urgency is critical for energy transitions in a climate-changed world, we must be wary of conflating goals and processes, and enquire what urgency means for due process. Drawing from a range of authors with expertise spanning environmental justice, design theory, ethics of technology, conflict and gender, it examines case studies from countries including Bolivia, Sri Lanka, India, The Gambia and Lebanon in order to expand our understanding of what energy transitions are, and how just energy transitions can be done in different parts of the world. Overall, driven by a postcolonial and decolonial sensibility, this book brings to the fore new concepts and ideas to help balance the demands of justice and urgency, to flag relevant but often overlooked issues, and to provide new pathways forward. This volume will be of great interest to students and scholars of energy transitions, environmental justice, climate change and developing countries. The Open Access version of this book, available at https://www.taylorfrancis.com/books/oa-edit/10.4324/9781003052821 has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license.

Leverage the power of urgency to avoid burnout and increase performance Urgency—that frantic feeling that we need to be doing more, and faster—is a destructive force in today’s workplace. Unnecessary urgency can be toxic, causing stress and burnout. But not all urgency is bad, and sometimes we really do need to get things done quickly. Too little urgency can lead to inaction and lost productivity. So how do we find the right balance where we can use urgency as a meaningful tool to keep productivity up, without generating burnout? Urgent! is a guide to using urgency for good to help achieve your goals, to drive success, and minimise stress for yourself, your teams, and your business. This book will teach you to moderate urgency for yourself and those you lead. In our age of fast-paced technology, it’s easy to swing between extremes, working reactively one minute, and being inactive the next. The middle ground, described in this book, allows us to work in the “Active Zone” where we maximise proactivity and productivity. By following the practical strategies outlined in this book, readers will learn to understand urgency, become proactive rather than reactive, and lead teams to their fullest potential. • Eliminate stress and burnout for yourself, your teams, and your businesses • Learn how to dial urgency up or down, depending on the situation • Keep teams working in the optimal productive zone by moderating urgency • Stay focused on what's important and learn prioritisation skills to avoid burnout If you feel that you and your team are caught up in busy work, stressed to the max by competing demands, leaving no room to focus on what really matters, Urgent! will show you a new way of thinking, leading, and responding. Learn the skills to reduce overload, get more done, and achieve better performance each day.

Today’s most urgent problems are fundamentally global. They require nothing less than concerted, planetwide action if we are to secure a long-term future. But humanity’s story has always been on a global scale. In this book, Jeffrey D. Sachs, renowned economist and expert on sustainable development, turns to world history to shed light on how we can meet the challenges and opportunities of the twenty-first century. Sachs takes readers through a series of seven distinct waves of technological and institutional change, starting with the original settling of the planet by early modern humans through long-distance migration and ending with reflections on today’s globalization. Along the way, he considers how the interplay of geography, technology, and institutions influenced the Neolithic revolution; the role of the horse in the emergence of empires; the spread of large land-based empires in the classical age; the rise of global empires after the opening of sea routes from Europe to Asia and the Americas; and the industrial age. The dynamics of these past waves, Sachs demonstrates, offer fresh perspective on the ongoing processes taking place in our own time—a globalization based on digital technologies. Sachs emphasizes the need for new methods of international governance and cooperation to prevent conflicts and to achieve economic, social, and environmental objectives aligned with sustainable development. The Ages of Globalization is a vital book for all readers aiming to make sense of our rapidly changing world.