John Kotter is a graduate of MIT and Harvard and has been on the Harvard Business School faculty since 1972.  In 1980, at the age of 33, he was given tenure and full professorship at the Business School, making him one of the youngest people in the history of the University to be so honored.

A constantly evolving business environment requires innovative, visionary leaders. John P. Kotter is a brilliant and dynamic presenter who offers audiences practical guidance on how to lead their organizations into the vast opportunities of the future. He provides an eight-stage process for transforming an enterprise from visionary concepts to concrete reality. Drawing on the history of recent successes and failures in the business world, he explores the new rules of leadership and the importance of lifelong learning in the post-corporate world. Internationally recognized for his leadership innovations, Kotter is a Konosuke Matsushita Professor of Leadership at Harvard Business School. He is the distinguished author of ten best-selling business books including Leading Change, one of the top 10 management books of 1996, What Leaders Really Do, The New Rules: How to Succeed in Today's Post-Corporate World, Corporate Culture and Performance, A Force for Change: How Leadership Differs From Management, What Every Leader Should Know, and his latest book, The Heart of Change. Over the past 20 years, his articles in the Harvard Business Review have sold more reprints that any other author. Dr. Kotter offers the leadership tools necessary to achieve success in a business world that reinvents itself every day.

The many honors won by Professor Kotter include an Exxon Award for Innovation in Graduate Business School Curriculum Design, a Johnson, Smith & Knisely Award for New Perspectives in Business Leadership, a McKinsey Award for best Harvard Business Review article, and a Financial Times Global Book Award for Matsushita Leadership.

Professor Kotter is widely regarded as one of the best speakers in the world on the topics of leadership and change.  He lives in Cambridge, MA and on Squam Lake in NH with his wife, Nancy, daughter Caroline, and son, Jonathon.

The Heart of Change is the follow-up to John Kotter's enormously popular book Leading Change, in which he outlines a framework for implementing change that sidesteps many of the pitfalls common to organizations looking to turn themselves around. The essence of Kotter's message is this: the reason so many change initiatives fail is that they rely too much on "data gathering, analysis, report writing, and presentations" instead of a more creative approach aimed at grabbing the "feelings that motivate useful action." In The Heart of Change, Kotter, with the help of Dan Cohen, a partner at Deloitte Consulting, shows how his eight-step approach has worked at over 100 organizations. In just about every case, change happened because the players were led to "see" and "feel" the change. Well written and loaded with real-life examples and practical advice, The Heart of Change towers over other change-management titles. Managers and employees at organizations both big and small will find much to draw from. 

Program 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.