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We started Kotter International to improve leaders' ability to deal with big, important transformations in organizations - and in their lives.

There is a huge shift taking place in the global awareness in the last 5 years with strong views about globalization and the power structures of major corporations.

When we talk about change, we, the business leaders, have to implement it. We have to look at what we're not doing and what we should be doing.

I see the level of sophistication and knowledge about business growing dramatically. Several decades ago, only a few companies thought about international business.

The key is to embrace disruption and change early. Don't react to it decades later. You can't fight innovation.

Managing a country is like managing a company in many ways. It maybe involves more complicated issues, but it's the same skills.

Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.

We have substantially improved our position in Japan which now represents a major part of our business.

Organizations must shift away from repetitive-function hierarchies with rules and enforcement and walls. Instead, we must migrate rapidly to becoming a global 'team of teams' that comes together in whatever combination necessary to add the greatest value to the changes underway.