How does one become a Change Catalyst and be uncomfortable in the change process? Read about one way to approach change in difficult situations.
We all know the situation: The founder/icon/chief visionary grows his or her company profitably and rapidly over a number of years; then suddenly the growth stops, or profitability shrinks. What happens next?
Setting strategy often degrades into a financial planning and management exercise, focused on hard metrics and short-term deliverables; while change efforts can overemphasize soft elements, underestimating the discipline needed for lasting change. Here's a framework for thinking about all the issues.
Innovation is suffering a slow, painful death in many organizations. It's being starved by difficult economic times and the reluctance to address changing conditions in new and unique ways. It's easier to be adventurous when there's a structured plan to make progress that relies on a series of small bets to create great new ideas.
Companies seeking to increase executive bench strength often hire the best overall executive or the best athlete for their executive opening. The hire is made based on the belief that strong management skills are transferrable. Relying on this belief is rarely a slam dunk, as up to 25% of new executives fail within 18 months. We propose that understanding corporate culture – a definable and stable company quality – and the executive’s experience within that culture is a better determination of success.