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Accelerate: Building Strategic Agility for a Faster-Moving World Kindle Edition
It’s a familiar scene in organizations today: a new competitive threat or a big opportunity emerges. You quickly create a strategic initiative in response and appoint your best people to make change happen. And it does—but not fast enough. Or effectively enough. Real value gets lost and, ultimately, things drift back to the default status.
Why is this scenario so frequently repeated in industries and organizations across the world? In the groundbreaking new book Accelerate (XLR8), leadership and change management expert, and best-selling author, John Kotter provides a fascinating answer—and a powerful new framework for competing and winning in a world of constant turbulence and disruption.
Kotter explains how traditional organizational hierarchies evolved to meet the daily demands of running an enterprise. For most companies, the hierarchy is the singular operating system at the heart of the firm. But the reality is, this system simply is not built for an environment where change has become the norm. Kotter advocates a new system—a second, more agile, network-like structure that operates in concert with the hierarchy to create what he calls a “dual operating system”—one that allows companies to capitalize on rapid-fire strategic challenges and still make their numbers.
Accelerate (XLR8) vividly illustrates the five core principles underlying the new network system, the eight Accelerators that drive it, and how leaders must create urgency in others through role modeling. And perhaps most crucial, the book reveals how the best companies focus and align their people’s energy and urgency around what Kotter calls the big opportunity.
If you’re a pioneer, a leader who knows that bold change is necessary to survive and thrive in an ever-changing world, this book will help you accelerate into a better, more profitable future.
- LanguageEnglish
- PublisherHarvard Business Review Press
- Publication dateFebruary 25, 2014
- File size1.8 MB
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One of the Best Leadership Books of the Year” Inc.
About the Author
John Kotter, Professor Emeritus at Harvard Business School, is the worlds foremost leadership and change guru. He is the author of numerous bestselling books, which have been honored globally. Dr. Kotter is the founder of Kotter International, a change leadership company that helps organizations drive large-scale transformation to achieve dramatic results today and build change capability into the culture for the future.
Product details
- ASIN : B00HSNMGC2
- Publisher : Harvard Business Review Press; 1st edition (February 25, 2014)
- Publication date : February 25, 2014
- Language : English
- File size : 1.8 MB
- Text-to-Speech : Enabled
- Screen Reader : Supported
- Enhanced typesetting : Enabled
- X-Ray : Not Enabled
- Word Wise : Enabled
- Print length : 220 pages
- Best Sellers Rank: #254,318 in Kindle Store (See Top 100 in Kindle Store)
- #39 in Organizational Change (Kindle Store)
- #133 in Strategy & Competition
- #161 in Business Systems & Planning
- Customer Reviews:
About the author

Regarded by many as the authority on leadership and change, John P. Kotter is a New York Times best-selling author, award winning business and management thought leader, business entrepreneur, inspirational speaker and Harvard Professor. His ideas, books, speeches, and company, Kotter International, have helped mobilize people around the world to better lead organizations, and their own lives, in an era of increasingly rapid change.
Dr. Kotter’s MIT and Harvard education laid the foundation for his life-long passion for educating, motivating, and helping people. He became a member of the Harvard Business School faculty in 1972. By 1980, at the age of 33, Kotter was given tenure and a full Professorship – at the time, the youngest person ever to have received that award at the Business School. Over the past 40 years, his articles in The Harvard Business Review have been some of the most popular reprints for the publication. His HBR article "Accelerate!" won the 2012 McKinsey Award for the world's most practical and groundbreaking thinking in the business/management arena.
Kotter has authored 20 books to date - twelve of them bestsellers. His books have reached millions and have been printed in over 150 foreign language editions. Arguably his most popular book, Our Iceberg Is Melting, was released in 2006. This New York Times bestseller helped launch to a large audience the 8-step process for leading change. In 2014, Kotter published his book Accelerate, an evolution of his previous research on leading change. Accelerate highlights the iterative nature of the 8-step process, the importance of aligning people around a Big Opportunity, and how to create an organization that is both efficient and reliable, and fast and agile enough to respond to today’s challenges. Dr. Kotter is the Founder, Chairman and Head of Research at Kotter International, a consulting firm focused on helping organizations apply the concepts in his books in a practical and accessible way – helping them achieve unimaginable results, faster than they believe possible. Other widely read books include A Sense of Urgency, The Heart of Change and Leading Change, which Time magazine selected in 2011 as one of the 25 most influential business management books ever written.
Kotter's 21st book, Change: How Organizations Achieve Hard-to-Imagine Results Despite Uncertain and Volatile Times brings together more than 40 years of research and more than a decade of Kotter International’s practical application of this research with organizations around the globe. Change sheds new light on how to build organizations – from businesses to governments – that are able to change and adapt rapidly.
Kotter’s research and pursuits in education, business and writing have earned the respect of his peers, helped transform organizations around the world, touched countless lives, and still inspires others to adopt his methods and spread the word. He continues to work tirelessly to achieve the goal of “millions leading, billions benefiting.”
Professor Kotter is a proud father of two and resides in Sarasota, FL with his wife, Nancy Dearman.
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Customers find the book easy to read and well-written. They appreciate the insightful approach to integrating Agile philosophy into business strategy. The dual operating system concept is also appreciated, with examples highlighting its effectiveness.
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Customers find the book easy to read and well-written. They say it's a good resource and reasonably priced. The methods are explained in a clear and concise manner, making them easy to understand. Overall, readers consider it one of Professor Kotter's best books.
"...This is a quick read, probably better as an introduction to Kotter’s work than for anyone who is familiar with his thinking...." Read more
"...For the experienced professional, Kotter’s methods are well explained and easily grasped, and you find yourself thinking you've started down this..." Read more
"...A good start and interesting read, but I'm disappointed I wasn't more convinced." Read more
"John Kotter is very knowledgeable educator, consultant and author with tremendous insights...." Read more
Customers appreciate the book's insights. They find it integrates Agile philosophy into business strategy, providing a meaningful way to engage passionate employees. The framework provides an interesting entry point to Kotter's thinking for those having had previous experience with it. Readers also mention the book offers great golden nuggets on creating urgency and executing in organizations. Overall, they describe it as an excellent read for leaders who are dealing with a fast-changing world and creative organizational thinking.
"...These processes are rather a loop, they are interdependent...." Read more
"Great information on moving to a flatter structure for work. However, I don't like the #1 most important everything else hinges on this . . ...." Read more
"John Kotter ranks as one of the leading experts on change leadership and he doubles down on his models and ideas in this work...." Read more
"I like the attempt to integrate what works in Agile philosophy into a business strategy function...." Read more
Customers find the dual operating system concept interesting. They appreciate the book's examples that highlight how it works.
"...It has also an interesting concept of a 'dual operating system', namely an agile network-type of organizational structure working in concert with..." Read more
"...Dual operating concept is brilliant." Read more
"Great book about dual systems, great opportunities and true and genuine urgency to make your business ready to succeed in the 21st century!" Read more
"What I liked was the way the examples highlight how the dual ......" Read more
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Anecdotal and poorly written by someone who could do much, much better.
Top reviews from the United States
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- Reviewed in the United States on July 13, 2015The most important conclusion of the book is that we live in an extremely turbulent environment and the old ways of managing a company are no longer completely relevant. The invention of "management" really worked well in the previous century, but now the old ways of doing things are failings us, because the environment is extremely different, we have to deal with more changes at faster rates. How we can create a new system in the organization to drive success is explained in details in the book and it is accompanied by case studies and examples.
I would recommend this book to anybody who is interested in the last, most up to date trend about creating agile companies which succeed in our new context of realities today.
When you read this book, you will understand why so many companies today fail to execute their strategies. You will understand that actually what you know about strategy management as a process of strategy formulation and implementation is no longer relevant. These processes are rather a loop, they are interdependent. Kotter's accelerators framework is a breakthrough into what the new strategy management practices should be in the new millennium. Kotter gives examples with companies which are already doing in practice what he describes in his book. That is why his book is like a great piece of advice for anybody else who wants to implement the same in their company.
- Reviewed in the United States on August 28, 2017Great information on moving to a flatter structure for work. However, I don't like the #1 most important everything else hinges on this . . . You need a big goal for everyone to buy into it. I think you are missing the point . . . Bring people together because they are the big goal, what we are achieving together for each other, for the greater good . . . That is your big goal, with milestones along the way. But, there are great concepts and information in here you wouldn't want to miss.
- Reviewed in the United States on December 8, 2022John Kotter ranks as one of the leading experts on change leadership and he doubles down on his models and ideas in this work. This is a quick read, probably better as an introduction to Kotter’s work than for anyone who is familiar with his thinking. Not a bad book by any means though, as usual, I found myself wanting more concrete examples from Kotter. Recommended.
- Reviewed in the United States on April 26, 2014If a good book is one you can't put down, what do you call a book so good you snap a photo of every third page - most of which are straight text? Accelerate is this kind of book. Extremely well written, informed and accessible, Dr. Kotter's latest is a pleasure to read.
For the experienced professional, Kotter’s methods are well explained and easily grasped, and you find yourself thinking you've started down this road before, but never followed it to the logical conclusion that is Kotter's destination. He then proceeds to illustrate how near a business can come to greatness, only to falter, for what in hindsight are clearly logical, missed milestones, and the inability to reach them. A second business case illustrates, equally effectively, that realigning and repurposing a firm's resources to achieve new levels of performance and remarkable results can be equally logical, if requiring the willingness to employ new agile methods that rest upon, or really, integrate with, established hierarchical business models.
Accelerate is a guide to exceeding mere incremental improvements and achieving the kind of quantum results that separate the great from the good. To read Accelerate is to become reinvigorated with the recognition of the potential for change, and the rewards that change can bring.
- Reviewed in the United States on October 6, 2016I like the attempt to integrate what works in Agile philosophy into a business strategy function. I think the problems identified are right.
I wish there was less insistence that it can work, citing unfamiliar or anonymous anecdotes. It feels a bit like "it should be able to work, if you do it right." Also a bit like "get people excited enough about a clear objective and get out of their way, and they will do amazing things." Yeah, okay. But I feel there's a lot more devilish details in a theory that hasn't matured.
A good start and interesting read, but I'm disappointed I wasn't more convinced.
Top reviews from other countries
- Frank CalbergReviewed in Germany on April 11, 2023
5.0 out of 5 stars Accelerate
Takeaways from reading the book:
Start of the book:
Virtually all organizations begin with a network-like structure, sort of like a solar system with a sun, planets, moons, and even satellites. Founders are at the center. Other people are at various nodes working on different initiatives. All action is guided by a purpose that everyone believes in and works on living out. People move with agility. As the organization grows bigger, i.e. has more employees, departments are created, and hierarchical levels arise. Processes are created, for example planning, budgeting, job defining, staffing, measuring, problem solving. The company becomes a management-driven hierarchy.
Chapter 6:
The way organizations traditionally develop - as described above - is problematic. Why? A management-driven hierarchy, built for reliability and efficiency now, leans against significant change - and leans hugely against change as significant as the implementation of a dual operating system. It does so, most fundamentally, because its silos, levels, rules, short-term plans, and narrow jobs systematically create complacency. And group complacency is an almost unbelievably powerful force. Complacent people see no reason why they should do anything much different. They don't think in terms of looking for ways to develop competitive advantage. Mostly they want to keep doing what they are doing.
Silos limit access to information about the big picture, and certainly any big picture opportunities or threats. Narrow job parameters send the message that as long as you are doing your little job today, you are fine. Managerial processes tend to focus people's attention inward - on the budget, the plan, the staff, and the metrics. This inward focus means a lower probability of seeing external strategic opportunities or threats.
Reading about the dual structure, I stumbled upon this question at about location 1650: "Should all strategic initiatives be handled by the right side network?" The answer: "No. Here's a general rule for determining what goes where: All processes and activities that do not require change, or that involve doing what we know how to do, stay on the left side." In other words, when innovation is not a big issue, initiatives can be driven by strategic planning organizations, project management organizations, traditional task forces, change management departments etc. However, initiatives for which innovation and agility are needed must go on the right side, the networking side on which innovators / change agents / people, who want to change things, work.
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Andrea, Jole, Giugiu e LilliReviewed in Italy on September 12, 2019
5.0 out of 5 stars Illuminazione sul Change Management
The media could not be loaded.
Lavorando in contesti che mirano ad un cambiamento di mindset e uno snellimento dei processi lavorativi, ho colto subito l'occasione di ampliare le mie conoscenze in questo ambito.
Alla base della teoria del libro ci sono 8 acceleratori, a cui si aggiungono una serie di principi progettati per stabilire un sistema a due velocità di conduzione dell'azienda.
Gli otto acceleratori sono: stabilire un senso di urgenza, creare un team che guidi il cambiamento, sviluppare una visione e una strategia, arruolare i volontari, rimuovere le barriere, generare vincite a breve termine, consolidare gli obiettivi finora raggiunti,
cambio d'approccio
La premessa con la quale si apre il libro è che le gerarchie organizzative tradizionali, con tutte le complessità che si portano dietro, rischiano col tempo di rallentere l'organizzazione.
Proprio per questo motivo, la teoria del testo nei basa sulla creazione di un duplice "sistema azienda", composto da una parte da una gerarchia tradizionale e dall'altra da una parallela di risorse umane.
In questo modo un'azienda può lavorare in modo più effica su iniziative o argomenti di alto livello che le daranno maggiore agilità e velocità per affrontare il mondo in rapido movimento.
Libro non semplice, ma le difficoltà stanno ovviamente nella natura dei temi trattati.
Argomentazioni molto curate e filo logico chiaro e fluido.
Testo illuminante sul Change Management.
Andrea, Jole, Giugiu e LilliIlluminazione sul Change Management
Reviewed in Italy on September 12, 2019
Lavorando in contesti che mirano ad un cambiamento di mindset e uno snellimento dei processi lavorativi, ho colto subito l'occasione di ampliare le mie conoscenze in questo ambito.
Alla base della teoria del libro ci sono 8 acceleratori, a cui si aggiungono una serie di principi progettati per stabilire un sistema a due velocità di conduzione dell'azienda.
Gli otto acceleratori sono: stabilire un senso di urgenza, creare un team che guidi il cambiamento, sviluppare una visione e una strategia, arruolare i volontari, rimuovere le barriere, generare vincite a breve termine, consolidare gli obiettivi finora raggiunti,
cambio d'approccio
La premessa con la quale si apre il libro è che le gerarchie organizzative tradizionali, con tutte le complessità che si portano dietro, rischiano col tempo di rallentere l'organizzazione.
Proprio per questo motivo, la teoria del testo nei basa sulla creazione di un duplice "sistema azienda", composto da una parte da una gerarchia tradizionale e dall'altra da una parallela di risorse umane.
In questo modo un'azienda può lavorare in modo più effica su iniziative o argomenti di alto livello che le daranno maggiore agilità e velocità per affrontare il mondo in rapido movimento.
Libro non semplice, ma le difficoltà stanno ovviamente nella natura dei temi trattati.
Argomentazioni molto curate e filo logico chiaro e fluido.
Testo illuminante sul Change Management.
Images in this review
- Amazon CustomerReviewed in Canada on July 24, 2016
5.0 out of 5 stars Important new model to achieve powerful organizational change
Presents a powerful new actionable model for leading change. For those interested in reading Professor Kotter's work, I would suggest starting with My Iceberg is Melting and then go straight to Accelerate.
- Taher ParawalaReviewed in India on January 8, 2015
5.0 out of 5 stars Five Stars
Excellent Read, Practical and thought provoking ideas of two parallel systems.
- Luis Carlos HernandezReviewed in Spain on November 23, 2014
2.0 out of 5 stars Accelerate
Change management, sense of urgency, guiding coalitions and all these factors contributing to produce change and business acceleration. Dual system as a new philosophy.