With planning season upon us, it’s time to plant the seeds for the next big idea. In the world of transformation, there is a way to go slow and fast at the same time to achieve the desired lasting outcomes.
We came across this concept of go slow and fast – “Design for Action” – in the September issue of Harvard Business Review, which brings to mind three key thoughts:
1. “If a (leader) simply imposed his own ideas, buy-in would depend largely on authority – not a context conducive to social transformation.”
2. “Understand the “participative approach to strategy making.”
3. “The answer is iterative interaction with the decision maker.”
You’ll want to click on this link to read the “Design for Action” article. Save it for the weekend because it’s that good and deserves the time.
Organizational transformation is complex and ambiguous. How do we mitigate these challenges when high-expectation investors, escalating global competition and disruptive technologies all demand rapid, seamless and effective change?
Check out my three-part blog on transformational change for The CEO Magazine. I’ll walk you through:
Is your organization in the middle of navigating transformational change?
Almost everybody is these days, in the spirit of sharing best practices, here are five critical observations about successful organizational change from our team at On the Same Page.
1. 20 / 20 Vision: All eyes on the customer
2. All (functional) roads lead to the company’s vision
3. Execution: A dedicated team committed to swift and incremental change
4. Managers are the lynchpin: The way forward is rooted in clear, candid and constant communication
5. Feedback, dialogue and stories keep it real
What kind of change is your organization experiencing, and what would you add to this list? Click here to view my complete blog post for The CEO Magazine.