Transformations

  • Posted on February 12, 2014 at 12:44 pm

But in most successful cases I have been involved with, whether it was based on good or bad results, there was always a person or group that provided a frank discussion about potentially undesirable events. these might include the emergence of new competitors, reduced margins, reduced market share, stagnant revenue growth, little or no growth in income and other relevant evidence indicative of the deterioration in competitive position. Since there appears to be a universal and very human tendency to kill the bearer of bad news, companies tend to rely on advisors or consultants to provide the unpleasant information. The purpose of all this activity, in the words of a former CEO of a large European company is “making conservation of the situation seem more dangerous than to throw Unknown. ” Do not do: Do not create a sufficiently powerful coalition leadership. Often, most renewal programs began with only one or two people. In cases where the transformation plans are successful, leadership is growing more and more over time. However, in cases that do not reach a minimum threshold of transformation in the initial stages do not always get valuable results in the later stages. It is almost impossible to introduce a major change unless the leader of the organization to support it actively.

However, I mean something that goes much further. In the transformations are successful, top executives made a common commitment to achieving excellent results through the renovation. In my experience, this group never are all senior executives of the company, as some people do not want to adhere to this commitment, at least not at baseline.

Comments are closed.