11.[38 47]two-tier corporate governance model for pakistanAlexander Decker
1) The document proposes a two-tier corporate governance model for Pakistan based on a review of models from developed and developing countries.
2) A two-tier board structure is suggested, with a supervisory board of non-executive directors and a separate management board of executive directors. Both boards would constitute a joint board headed by an independent chairman.
3) The hybrid model aims to address issues in Pakistan like ensuring balanced representation on boards and filling governance gaps, in order to improve corporate governance, economic growth, and reduce poverty.
This document discusses the history and leadership of Royal Enfield motorcycle company. It notes that Royal Enfield was founded in 1948 and incorporated in 1982 through a collaboration with Mitsubishi. The document focuses on Siddhartha Lal, who became CEO in 2000 and has led a turnaround of the company. Through divesting other businesses and focusing solely on motorcycles, Lal increased Royal Enfield sales from 25,000 bikes annually in 2005 to over 450,000 in 2015, making it extremely profitable and increasing share prices substantially over time. The document attributes Royal Enfield's success to Lal's deep industry knowledge, passion, and belief that he could make Royal Enfield a cult brand, not just a bike company.
View great examples of how we transform our clients organizations... from staid, dated looking organizations to exciting, dynamic looking, high performing organizations... view these examples before and after!
The Transformation of Corporate GivingAckermann PR
Ackermann PR sees a transformation taking place in how corporate donors are engaging with non-profit organizations. In days of greater economic pressure, companies are re-focusing their efforts rather than retreating. Today’s philanthropic individuals and companies are searching for more meaning and sustainability in how they invest their support. The result is a more mature, intense, and relationship-based partnership between the giver and the recipient.
This document outlines various areas of focus for transforming a corporation including developing strategies for corporate direction, branding, culture, customer experience, and physical environments as well as implementing internal and external communications plans and digital media to align employees and customers with organizational changes.
The Impact of Digital Transformation on Corporate Performance_kamann_sivri_2012MyCityMetropolis
The document discusses how digital transformation is impacting corporate performance. It describes how the digital revolution is being driven by increased information availability, social connectivity, true mobility, and the merging of digital and physical worlds. This is transforming products/services, customer needs, competition, and business models. Companies can improve top-line and bottom-line performance by leveraging opportunities like business innovation, expansion, enrichment, process automation, flexibility, and control. Developing a digital agenda is important to successfully transform and improve corporate performance over time.
Die Transformation des Corporate Intranet hin zu einem integrierten Digital W...Thomas Maeder
Einblick in die Intranet Transformation bei Swisscom AG. Diese Präsentation zeigt am Fall von Swisscom AG auf, wie sich das Corporate Intranet schrittweise in ein Digital Workplace bzw. modernes Mitarbeiterportal verwandelt und dabei Social Features nutzt.
Konferenz "inside Intranet Transformation & Evolution", Köln, 01./02.07.2014
Batory Foods: Our Path To Digital TransformationMuleSoft
Batory Foods implemented Mulesoft to help integrate their various internal and external applications as part of a larger IT and corporate transformation effort. Their first Mulesoft project integrated their Transportation Management System with their ERP and Warehouse Management System. This allowed for more efficient transportation and billing processes. Going forward, Batory plans to use Mulesoft to integrate additional applications like expanding WMS integrations, upgrading and replacing point-to-point integrations, integrating with customer ERP systems, implementing supply chain planning applications, integrating a new ERP, and developing a new customer portal.
11.[38 47]two-tier corporate governance model for pakistanAlexander Decker
1) The document proposes a two-tier corporate governance model for Pakistan based on a review of models from developed and developing countries.
2) A two-tier board structure is suggested, with a supervisory board of non-executive directors and a separate management board of executive directors. Both boards would constitute a joint board headed by an independent chairman.
3) The hybrid model aims to address issues in Pakistan like ensuring balanced representation on boards and filling governance gaps, in order to improve corporate governance, economic growth, and reduce poverty.
This document discusses the history and leadership of Royal Enfield motorcycle company. It notes that Royal Enfield was founded in 1948 and incorporated in 1982 through a collaboration with Mitsubishi. The document focuses on Siddhartha Lal, who became CEO in 2000 and has led a turnaround of the company. Through divesting other businesses and focusing solely on motorcycles, Lal increased Royal Enfield sales from 25,000 bikes annually in 2005 to over 450,000 in 2015, making it extremely profitable and increasing share prices substantially over time. The document attributes Royal Enfield's success to Lal's deep industry knowledge, passion, and belief that he could make Royal Enfield a cult brand, not just a bike company.
View great examples of how we transform our clients organizations... from staid, dated looking organizations to exciting, dynamic looking, high performing organizations... view these examples before and after!
The Transformation of Corporate GivingAckermann PR
Ackermann PR sees a transformation taking place in how corporate donors are engaging with non-profit organizations. In days of greater economic pressure, companies are re-focusing their efforts rather than retreating. Today’s philanthropic individuals and companies are searching for more meaning and sustainability in how they invest their support. The result is a more mature, intense, and relationship-based partnership between the giver and the recipient.
This document outlines various areas of focus for transforming a corporation including developing strategies for corporate direction, branding, culture, customer experience, and physical environments as well as implementing internal and external communications plans and digital media to align employees and customers with organizational changes.
The Impact of Digital Transformation on Corporate Performance_kamann_sivri_2012MyCityMetropolis
The document discusses how digital transformation is impacting corporate performance. It describes how the digital revolution is being driven by increased information availability, social connectivity, true mobility, and the merging of digital and physical worlds. This is transforming products/services, customer needs, competition, and business models. Companies can improve top-line and bottom-line performance by leveraging opportunities like business innovation, expansion, enrichment, process automation, flexibility, and control. Developing a digital agenda is important to successfully transform and improve corporate performance over time.
Die Transformation des Corporate Intranet hin zu einem integrierten Digital W...Thomas Maeder
Einblick in die Intranet Transformation bei Swisscom AG. Diese Präsentation zeigt am Fall von Swisscom AG auf, wie sich das Corporate Intranet schrittweise in ein Digital Workplace bzw. modernes Mitarbeiterportal verwandelt und dabei Social Features nutzt.
Konferenz "inside Intranet Transformation & Evolution", Köln, 01./02.07.2014
Batory Foods: Our Path To Digital TransformationMuleSoft
Batory Foods implemented Mulesoft to help integrate their various internal and external applications as part of a larger IT and corporate transformation effort. Their first Mulesoft project integrated their Transportation Management System with their ERP and Warehouse Management System. This allowed for more efficient transportation and billing processes. Going forward, Batory plans to use Mulesoft to integrate additional applications like expanding WMS integrations, upgrading and replacing point-to-point integrations, integrating with customer ERP systems, implementing supply chain planning applications, integrating a new ERP, and developing a new customer portal.
St -rregy for the critical first 90 days of leadershipMi,ae.docxdessiechisomjj4
St -rregy for the critical first 90 days of leadership
Mi,\ael Watkins
Strate gt & Leaders hip ; 2004; 32, l ; ABVINFORM Global
p g . l 5
Adapted with permission of Harvard
Business School Press. The First 9A
Days: Critical Success Strategies for
New Leaders at AII Levels, by Michael
Watkins. O 2003 Michael Watkins.
All rights reserved.
he actions you take during your first three months in a new job will largely determine
whether you succeed or fail in the long term. Estimates of the direct and indirect costs to
: a company of a failed executive-level hire range as high as $2.7 millron[1]. But the goal of
every new leader should be transition acceleration not just failure prevention.
Think about the implications of more effective transition management not just for you but also
for your organization. ln a survey of company presidents and CEOs, I asked for their best
estimate of the number of people whose pedormance was significantly compromised by the
arrival of a new mtd-level manager. The average of their responses was 12,4 people[2]. ln effect,
all the people in the "impact network" of the transitioning manager are in transition too.
Every minute you save by being systematic about accelerating your transition is a minute you
gain to build the business. This article offers a proven blueprint for addressing the linked
challenges of personal transition and organizationaltransformation that confront leaders in their
first few months in a new job.
From observing new leaders and experimenting with methods of accelerating transitions, I have
developed a number of conclusions about the challenges of transitions and what it takes to
successfully meet them. These can be summarized in five propositions:
(1) The root causes of transition failure always lie in a pernicious interaction between
the situation, with its opportunities and pitfalls, and the individual, with his or her
strengths and vulnerabilities. Failure is never just about the flaws of the new leader.
Transition failures happen when new leaders either misunderstand the essential demands of
the situation or lack the skill and flexibility to adapt to them,
(2) There are systematic methods that leaders can employ to both lessen the likelihood
of failure and reach the breakeven point faster Consider, for example, making a
transition from functional vice president to general manager, Every leader who makes this
leap encounters similar challenges, such as the need to let go of reliance on functional
expertise.
(3) The overriding goal in a transition is to build momentum by creating vinuous cycles
that build credibility and by avoiding getting caught in vicious cycles that damage
credibility. The new leader, to be successful, will have to mobilize the energy of many
VOL. 32 NO. 1 2004, pp. 15-20, Emerald Group Publishing Limited, ISSN 1087-8572
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
P A G E 1 5
P A G E 1 6
others i.
The document provides guidance on successfully transforming an organization. It discusses:
1) Overcoming resistance to change is crucial, as change is scary and people naturally resist dramatic changes. Leaders must realize people won't love them for causing disruption.
2) To achieve transformation, leaders must set clear objectives, engage all levels of leadership, overcome resistance through persistence and follow through, and hold people accountable for adopting new ways of working.
3) Focusing on establishing a clear vision, engaging and aligning leadership, and taking a systematic approach that links strategy and organization can help speed up transformation and minimize costs and disruption despite initial productivity declines due to change.
This document outlines eight common mistakes that cause transformation efforts to fail. It discusses research on over 100 companies that underwent major changes. The mistakes include: not establishing a great enough sense of urgency; not creating a powerful guiding coalition; lacking a clear vision; undercommunicating the vision; not removing obstacles; not creating short-term wins; declaring victory too soon; and not anchoring changes in the company's culture. The lessons are that change is a process with many phases, and failures in any phase can undermine the entire effort.
The document discusses the importance of assessing an organization's readiness for growth. It identifies three phases of growth an organization can be in: growing, stagnating, or declining. It emphasizes that while individual departments may have efficient processes, the greatest potentials for improvement often lie in the interfaces between departments. Properly clarifying interfaces through agreements on expectations and responsibilities is essential for coordinating efforts across an organization and enabling sustainable growth. The document provides examples of how failures to adequately address interfaces can undermine otherwise well-planned initiatives and result in missed deadlines, quality issues, and other problems.
CEOs often fail in their role when they are unable to meet expectations of boards, shareholders, and stakeholders. When a company confirms a CEO's departure, this failure becomes official. There are common pitfalls that new CEOs face during the leadership transition period. Two primary reasons for failure are that CEOs are unaware that this period requires changes in values, and it is difficult to properly develop someone for the CEO role. Another common trap is for new CEOs to rely only on past experiences that made them successful previously, rather than adapting to the new role's demands. For a successful transition, new CEOs must build momentum early on by securing wins and laying foundations for deeper change through assessment of capabilities and focused vision and coalition building
The document discusses how most transformation programs in consumer goods and retail fail due to common pitfalls like lack of employee engagement and accountability. It argues that successful transformations require not just determining initiatives ("what to do") but establishing a "performance infrastructure" to ensure execution and sustainability ("how to do it"). This infrastructure includes appointing a chief transformation officer to lead a transformation office that governs progress, implementing regular meetings to track progress, and using common tools to measure results. The article provides an example of a consumer products company that was able to significantly improve its financial performance through establishing such a performance infrastructure to oversee its transformation efforts.
Turnaround Management Journal Issue 1 2012 Paperback – Large Print, April 1, 2012
by Dr. Christoph Lymbersky (Author, Editor), Dr. Mike Teng (Editor), Dr. Rick Erick Johnson (Editor), Marc Wagner (Contributor), Mark Blayney (Contributor), John M. Collard (Contributor)
In this Issue: The Chasm of Change “Restructuring the Goliath” by Dr. Erick Rick Johnson Evolution Management: Managing Constant Change in Corporations by Dr. Christoph Lymbersky & Marc Wagner Building Value in Companies to Prepare them for Sale - Investing in Distressed Opportunities by John M. Collard Keeping American Airways up in the Air by Dr. Christoph Lymbersky Do We Achieve Good Corporate Governance by Improving Bad Governance? by Harry Green Rescuing Schlecker: The Fall of an Empire and Ways to turn the Company around by Dr. Christoph Lymbersky Buying a Business to turn around: Making a Turnaround work by Marc Blayney Admiral Zheng He – the Collaborative Transformation Expert by Dr. Mike Teng Corporate Bankruptcy - When Should a Business File For Bankruptcy? by Matt Gallo Chapter 11 Bankruptcy - Can Restructuring Debts Save a Business? by Simon Vokov Cash is Oxygen During the Restructuring Process by Dr. Mike Teng Comprehensive Solution for Under Performing Firms by Samantha Lewers Results of the Impact Executives´s Survey by Clive Sexton Healing a Hospital - The Turnaround at Southeast Georgia Health System by L. Hoagland-Smith Managing Overhead by Mark Fackrell Buying Good Businesses in a Bad Market by Rockwell Marsh 20 Change Management Mistakes to Avoid by Torben Rick
Errors are not inevitable. With awareness and skill, they can be avoided or at least greatly mitigated. The key lies in understanding why organizations resist needed change, what exactly is the multistage process that can overcome destructive inertia, and, most of all, how the leadership that is required to drive that process in a socially healthy way means more than good management.
In November 2009 Lander Associates held a Leadership Symposium which comprised of fourteen business professionals with a range of backgrounds: recruitment; HR; finance; academia and consultancy who met to exchange views on the challenges and opportunities posed by a new decade – and to share ideas on how to successfully manage those challenges and opportunities.
Lander Associates has produced a white paper detailing the challenges leaders face and looking forward to 2010 and beyond.
As a result of this symposium we developed a brand new suite of leadership courses which focus on the real skills needed by front line managers/team leaders post recession. We then partnered with Chartered Management Institute (CMI) to become an Approved Centre. This means we can now offer the only recruitment specific, international leadership qualification. Visit www.landerleadership.com to find out more.
In an ever changing and dynamic business environment, every organization goes through phases of uncertainty and challenge. The organization's intrinsic ability to bounce back during this period is its core survival skill also known as Business Resilience. Facilitating leaders and managers with the mindset needed to be resilient and to help the organization cope with trying times.
Auraa Image Management and Consulting specializes in facilitating leaders, managers and organizational teams with the proficiency needed to be resilient not just to bounce back but to bounce forward.
If your organization is going through a challenging phase or it has witnessed a setback, building resilience will help restore its power. Connect with us and learn how to build resilience and be prepared for future.
Contact: +91 9958934766 / +91 7830222285
Email: samira@auraaimage.com / nayanika@auraaimage.com
Website: https://auraaimage.com / https://samiragupta.com/
Transformation with a capital t mc kinsey & companySusan Murphy
1) Companies must prepare for major change when facing disruptive threats, such as a changing global commodities market or new fintech competitors.
2) Transformations require intense, organization-wide efforts to significantly improve performance, such as a 25% increase in earnings, through changes to growth, efficiency, operations and culture.
3) Transformations often fail because companies lack the skills, mindsets and commitment needed for large-scale, rapid change and leaders are unprepared to lead change rather than just delegate or maintain the status quo. Tilting the odds of success requires identifying a company's full potential, empowering a transformation office to drive change, and embedding a new execution culture.
EBS-Leading Change to Today`s Organisation NowCavendish
This document provides guidance on leading organizational change. It discusses why change initiatives often fail and outlines a six-step process for effective change management. The six steps are: 1) establish a clear direction and case for change with employee involvement; 2) create clear leadership and ownership; 3) communicate the case for change early and often; 4) create and maintain a change plan; 5) empower broad action and measure progress; and 6) anchor new approaches. Effective leadership is critical to success, requiring engagement with employees at each step to discuss changes and gather feedback.
Critically review the attached ASDA case entitled “Cracking the Code of ChangeLouishill102
Critically review the attached ASDA case entitled “Cracking the Code of Change” and
individually, analyze, discuss, and present it. Analyse the case according to the concepts introduced in the material attached (Theories and Strategies of Change)
Economic turmoil. Credit freeze. Housing crisis. It seems every financial woe has hit business at once, leaving us in a frenzy, and not knowing what to expect next. How do we deal with all this change?
Some thoughts for any business, consultancy or agency looking to transform and grow through the power of purpose....would love to hear from you
ralph@thebrandexperienceconsultancy.com
The document discusses transformation profiles for companies undergoing business transformations. It identifies three key dimensions - will, skill, and urgency - that determine the optimal approach for a transformation based on where a company falls along each dimension. Eight transformation profiles are defined based on combinations of high or low will, skill, and urgency. Understanding the starting profile allows a company to design a transformation approach tailored to its specific needs and circumstances. Two examples are given of companies with different profiles that required different initial transformation focuses and sequencing of activities to successfully drive change.
The Predictable Passages of Organizational Transformationmikegggg
The document discusses the predictable phases and passages of organizational transformation. It outlines three phases - the getting ready phase, beginning to perform phase, and determination phase - each with three passages that must be navigated. The passages involve issues like concern, confrontation, early success, and plateaus. The document provides advice on building a guiding coalition, focusing resources, and sustaining transformation through vigilance and avoiding complacency.
The document discusses the organizational life cycle that new ventures typically go through, including five stages: start-up, expansion, consolidation, revival, and decline. It describes the challenges entrepreneurs face at each stage, such as unpredictable growth and fighting fires at start-up, managing rapid growth during expansion, and making difficult decisions during consolidation to remain profitable. Successful ventures adapt to meet the changing needs at each stage through their leadership and strategic decisions around areas like products, markets, and organization.
The document discusses change management training provided by a UK consultant. It covers several key points:
1) Organizations must manage change to adapt to rapid technological and social changes and maintain competitive advantage.
2) There are typically two approaches to change - incremental or fundamental transformation.
3) People often resist change due to fears around loss of control, unclear roles, and challenges to their credibility and beliefs.
4) Successful change involves creating a shared understanding of needs and goals, a common vision for the future, and building capacity for ongoing change through communication, training, and support structures.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
St -rregy for the critical first 90 days of leadershipMi,ae.docxdessiechisomjj4
St -rregy for the critical first 90 days of leadership
Mi,\ael Watkins
Strate gt & Leaders hip ; 2004; 32, l ; ABVINFORM Global
p g . l 5
Adapted with permission of Harvard
Business School Press. The First 9A
Days: Critical Success Strategies for
New Leaders at AII Levels, by Michael
Watkins. O 2003 Michael Watkins.
All rights reserved.
he actions you take during your first three months in a new job will largely determine
whether you succeed or fail in the long term. Estimates of the direct and indirect costs to
: a company of a failed executive-level hire range as high as $2.7 millron[1]. But the goal of
every new leader should be transition acceleration not just failure prevention.
Think about the implications of more effective transition management not just for you but also
for your organization. ln a survey of company presidents and CEOs, I asked for their best
estimate of the number of people whose pedormance was significantly compromised by the
arrival of a new mtd-level manager. The average of their responses was 12,4 people[2]. ln effect,
all the people in the "impact network" of the transitioning manager are in transition too.
Every minute you save by being systematic about accelerating your transition is a minute you
gain to build the business. This article offers a proven blueprint for addressing the linked
challenges of personal transition and organizationaltransformation that confront leaders in their
first few months in a new job.
From observing new leaders and experimenting with methods of accelerating transitions, I have
developed a number of conclusions about the challenges of transitions and what it takes to
successfully meet them. These can be summarized in five propositions:
(1) The root causes of transition failure always lie in a pernicious interaction between
the situation, with its opportunities and pitfalls, and the individual, with his or her
strengths and vulnerabilities. Failure is never just about the flaws of the new leader.
Transition failures happen when new leaders either misunderstand the essential demands of
the situation or lack the skill and flexibility to adapt to them,
(2) There are systematic methods that leaders can employ to both lessen the likelihood
of failure and reach the breakeven point faster Consider, for example, making a
transition from functional vice president to general manager, Every leader who makes this
leap encounters similar challenges, such as the need to let go of reliance on functional
expertise.
(3) The overriding goal in a transition is to build momentum by creating vinuous cycles
that build credibility and by avoiding getting caught in vicious cycles that damage
credibility. The new leader, to be successful, will have to mobilize the energy of many
VOL. 32 NO. 1 2004, pp. 15-20, Emerald Group Publishing Limited, ISSN 1087-8572
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
P A G E 1 5
P A G E 1 6
others i.
The document provides guidance on successfully transforming an organization. It discusses:
1) Overcoming resistance to change is crucial, as change is scary and people naturally resist dramatic changes. Leaders must realize people won't love them for causing disruption.
2) To achieve transformation, leaders must set clear objectives, engage all levels of leadership, overcome resistance through persistence and follow through, and hold people accountable for adopting new ways of working.
3) Focusing on establishing a clear vision, engaging and aligning leadership, and taking a systematic approach that links strategy and organization can help speed up transformation and minimize costs and disruption despite initial productivity declines due to change.
This document outlines eight common mistakes that cause transformation efforts to fail. It discusses research on over 100 companies that underwent major changes. The mistakes include: not establishing a great enough sense of urgency; not creating a powerful guiding coalition; lacking a clear vision; undercommunicating the vision; not removing obstacles; not creating short-term wins; declaring victory too soon; and not anchoring changes in the company's culture. The lessons are that change is a process with many phases, and failures in any phase can undermine the entire effort.
The document discusses the importance of assessing an organization's readiness for growth. It identifies three phases of growth an organization can be in: growing, stagnating, or declining. It emphasizes that while individual departments may have efficient processes, the greatest potentials for improvement often lie in the interfaces between departments. Properly clarifying interfaces through agreements on expectations and responsibilities is essential for coordinating efforts across an organization and enabling sustainable growth. The document provides examples of how failures to adequately address interfaces can undermine otherwise well-planned initiatives and result in missed deadlines, quality issues, and other problems.
CEOs often fail in their role when they are unable to meet expectations of boards, shareholders, and stakeholders. When a company confirms a CEO's departure, this failure becomes official. There are common pitfalls that new CEOs face during the leadership transition period. Two primary reasons for failure are that CEOs are unaware that this period requires changes in values, and it is difficult to properly develop someone for the CEO role. Another common trap is for new CEOs to rely only on past experiences that made them successful previously, rather than adapting to the new role's demands. For a successful transition, new CEOs must build momentum early on by securing wins and laying foundations for deeper change through assessment of capabilities and focused vision and coalition building
The document discusses how most transformation programs in consumer goods and retail fail due to common pitfalls like lack of employee engagement and accountability. It argues that successful transformations require not just determining initiatives ("what to do") but establishing a "performance infrastructure" to ensure execution and sustainability ("how to do it"). This infrastructure includes appointing a chief transformation officer to lead a transformation office that governs progress, implementing regular meetings to track progress, and using common tools to measure results. The article provides an example of a consumer products company that was able to significantly improve its financial performance through establishing such a performance infrastructure to oversee its transformation efforts.
Turnaround Management Journal Issue 1 2012 Paperback – Large Print, April 1, 2012
by Dr. Christoph Lymbersky (Author, Editor), Dr. Mike Teng (Editor), Dr. Rick Erick Johnson (Editor), Marc Wagner (Contributor), Mark Blayney (Contributor), John M. Collard (Contributor)
In this Issue: The Chasm of Change “Restructuring the Goliath” by Dr. Erick Rick Johnson Evolution Management: Managing Constant Change in Corporations by Dr. Christoph Lymbersky & Marc Wagner Building Value in Companies to Prepare them for Sale - Investing in Distressed Opportunities by John M. Collard Keeping American Airways up in the Air by Dr. Christoph Lymbersky Do We Achieve Good Corporate Governance by Improving Bad Governance? by Harry Green Rescuing Schlecker: The Fall of an Empire and Ways to turn the Company around by Dr. Christoph Lymbersky Buying a Business to turn around: Making a Turnaround work by Marc Blayney Admiral Zheng He – the Collaborative Transformation Expert by Dr. Mike Teng Corporate Bankruptcy - When Should a Business File For Bankruptcy? by Matt Gallo Chapter 11 Bankruptcy - Can Restructuring Debts Save a Business? by Simon Vokov Cash is Oxygen During the Restructuring Process by Dr. Mike Teng Comprehensive Solution for Under Performing Firms by Samantha Lewers Results of the Impact Executives´s Survey by Clive Sexton Healing a Hospital - The Turnaround at Southeast Georgia Health System by L. Hoagland-Smith Managing Overhead by Mark Fackrell Buying Good Businesses in a Bad Market by Rockwell Marsh 20 Change Management Mistakes to Avoid by Torben Rick
Errors are not inevitable. With awareness and skill, they can be avoided or at least greatly mitigated. The key lies in understanding why organizations resist needed change, what exactly is the multistage process that can overcome destructive inertia, and, most of all, how the leadership that is required to drive that process in a socially healthy way means more than good management.
In November 2009 Lander Associates held a Leadership Symposium which comprised of fourteen business professionals with a range of backgrounds: recruitment; HR; finance; academia and consultancy who met to exchange views on the challenges and opportunities posed by a new decade – and to share ideas on how to successfully manage those challenges and opportunities.
Lander Associates has produced a white paper detailing the challenges leaders face and looking forward to 2010 and beyond.
As a result of this symposium we developed a brand new suite of leadership courses which focus on the real skills needed by front line managers/team leaders post recession. We then partnered with Chartered Management Institute (CMI) to become an Approved Centre. This means we can now offer the only recruitment specific, international leadership qualification. Visit www.landerleadership.com to find out more.
In an ever changing and dynamic business environment, every organization goes through phases of uncertainty and challenge. The organization's intrinsic ability to bounce back during this period is its core survival skill also known as Business Resilience. Facilitating leaders and managers with the mindset needed to be resilient and to help the organization cope with trying times.
Auraa Image Management and Consulting specializes in facilitating leaders, managers and organizational teams with the proficiency needed to be resilient not just to bounce back but to bounce forward.
If your organization is going through a challenging phase or it has witnessed a setback, building resilience will help restore its power. Connect with us and learn how to build resilience and be prepared for future.
Contact: +91 9958934766 / +91 7830222285
Email: samira@auraaimage.com / nayanika@auraaimage.com
Website: https://auraaimage.com / https://samiragupta.com/
Transformation with a capital t mc kinsey & companySusan Murphy
1) Companies must prepare for major change when facing disruptive threats, such as a changing global commodities market or new fintech competitors.
2) Transformations require intense, organization-wide efforts to significantly improve performance, such as a 25% increase in earnings, through changes to growth, efficiency, operations and culture.
3) Transformations often fail because companies lack the skills, mindsets and commitment needed for large-scale, rapid change and leaders are unprepared to lead change rather than just delegate or maintain the status quo. Tilting the odds of success requires identifying a company's full potential, empowering a transformation office to drive change, and embedding a new execution culture.
EBS-Leading Change to Today`s Organisation NowCavendish
This document provides guidance on leading organizational change. It discusses why change initiatives often fail and outlines a six-step process for effective change management. The six steps are: 1) establish a clear direction and case for change with employee involvement; 2) create clear leadership and ownership; 3) communicate the case for change early and often; 4) create and maintain a change plan; 5) empower broad action and measure progress; and 6) anchor new approaches. Effective leadership is critical to success, requiring engagement with employees at each step to discuss changes and gather feedback.
Critically review the attached ASDA case entitled “Cracking the Code of ChangeLouishill102
Critically review the attached ASDA case entitled “Cracking the Code of Change” and
individually, analyze, discuss, and present it. Analyse the case according to the concepts introduced in the material attached (Theories and Strategies of Change)
Economic turmoil. Credit freeze. Housing crisis. It seems every financial woe has hit business at once, leaving us in a frenzy, and not knowing what to expect next. How do we deal with all this change?
Some thoughts for any business, consultancy or agency looking to transform and grow through the power of purpose....would love to hear from you
ralph@thebrandexperienceconsultancy.com
The document discusses transformation profiles for companies undergoing business transformations. It identifies three key dimensions - will, skill, and urgency - that determine the optimal approach for a transformation based on where a company falls along each dimension. Eight transformation profiles are defined based on combinations of high or low will, skill, and urgency. Understanding the starting profile allows a company to design a transformation approach tailored to its specific needs and circumstances. Two examples are given of companies with different profiles that required different initial transformation focuses and sequencing of activities to successfully drive change.
The Predictable Passages of Organizational Transformationmikegggg
The document discusses the predictable phases and passages of organizational transformation. It outlines three phases - the getting ready phase, beginning to perform phase, and determination phase - each with three passages that must be navigated. The passages involve issues like concern, confrontation, early success, and plateaus. The document provides advice on building a guiding coalition, focusing resources, and sustaining transformation through vigilance and avoiding complacency.
The document discusses the organizational life cycle that new ventures typically go through, including five stages: start-up, expansion, consolidation, revival, and decline. It describes the challenges entrepreneurs face at each stage, such as unpredictable growth and fighting fires at start-up, managing rapid growth during expansion, and making difficult decisions during consolidation to remain profitable. Successful ventures adapt to meet the changing needs at each stage through their leadership and strategic decisions around areas like products, markets, and organization.
The document discusses change management training provided by a UK consultant. It covers several key points:
1) Organizations must manage change to adapt to rapid technological and social changes and maintain competitive advantage.
2) There are typically two approaches to change - incremental or fundamental transformation.
3) People often resist change due to fears around loss of control, unclear roles, and challenges to their credibility and beliefs.
4) Successful change involves creating a shared understanding of needs and goals, a common vision for the future, and building capacity for ongoing change through communication, training, and support structures.
Similar to Corporate transformation without a crisis (20)
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
3. transform British Petroleum from one of Britain’s weakest industrials into
one of its strongest because the company faced imminent ruin. Steve Jobs
rescued Apple Computer from collapse. By contrast, most transformations
undertaken in noncrisis conditions
end up failing: employees’ attitudes
and behavior remain unchanged,
ambitious targets slip downward,
and the program is finally aban-
doned, leaving the company worse
off than it was before. Especially
when things are going well, execu-
tives are justifiably reluctant to undertake transformation programs. They
know that failure to act may condemn the company to slow decline and
eventual collapse, but they also justifiably fear the uncertain outcome of a
transformation process.
The leader of such a program faces a daunting challenge: nothing less than
creating a new corporate reality that changes the way employees, customers,
and investors perceive and experience the company. This future reality must
be so clear and impressive that it seems not only better than today’s reality
but also necessary, even inevitable.
Principles of transformation
Can a company be transformed without first experiencing a crisis? We believe
that the answer is yes if the leaders understand what makes individuals and
groups transform their view of reality. The successful transformations we
have encountered all met the four conditions described below; in every fail-
ure we have analyzed, at least one has been missing.
1. Everyone is both actor and observer
Transformations call for more than superficial levels of change: well-grooved
habits must be questioned and discarded and new ones learned. But it is hard
for people to achieve the objectivity needed to question and change their daily
routine while they are still actively immersed in it.
Ronald A. Heifetz, an expert on leadership at Harvard’s Kennedy School of
Government, rightly observes that the leaders and participants in a transfor-
mation must combine frenetic activity on the “dance floor” with composed
observation and reflection from the “balcony above.”1
In our experience,
118 THE McKINSEY QUARTERLY 2000 NUMBER 4
Most transformations in noncrisis
conditions fail: both attitudes and
behavior remain unchanged and
ambitious targets slip downward
1
See Ronald A. Heifetz, Leadership Without Easy Answers, Cambridge, Massachusetts: Belknap Press,
1994.
(116-127)Transforma 9/25/00 12:58 PM Page 118
4. however, corporate leaders in a transformation tend to stay on the floor
and dance ever faster. Yet the full cognitive and emotional complexity of the
transformation process can be managed only when its leaders have sufficient
opportunities for reflective observation. In the long run, everyone with sig-
nificant involvement in the company’s transformation has to make a trip to
the balcony.
The most energetic proponents of change are often naturally drawn to the
balcony: nonexecutive directors who share financial analysts’ point of view
or new leaders recruited from outside the company largely because of their
detachment. But in the absence of a crisis, this perspective is difficult for
most senior managers to achieve—the pressure of day-to-day events renders
detached observation a rare luxury—and if it is difficult for senior man-
agers, it is much harder for rank-and-file employees. Yet without the balcony
perspective, these employees will experience a transformation program as
something imposed from above, and the program will fail.
2. Each individual crosses a threshold of conviction . . .
The transformation of a large company requires thousands of employees
to adopt a new view of its future, a future they must regard as essential.
Before employees can arrive at this deep conviction, three things must be
absolutely clear to them.
First, the “why” of the transformation program, as well as the “why now,”
must persuade them; the benefits of success and the penalties for failing to
act must be equally obvious. Second, the company’s new future—the “where
to”—must be clear and exciting to everyone. Third, each employee must
understand the personal benefits of the program: the leadership must have
credible answers to that natural question, “What’s in it for me?” To inspire
genuine conviction, the program’s rationale and goal must withstand the
toughest scrutiny from the most cynical observer right from the start.
3. . . . and of experience
We may have given the impression that leaders can create a compelling new
reality simply by mustering the arguments in its favor—with the odd trip to
the balcony to check on progress. But our experience of personal learning
and transformation actually suggests that this picture is incomplete. Human
beings master complex new activities (heart surgery, golf, cookery) not by
reading or thinking about them but through experience. A corporate trans-
formation too requires the rank and file to have direct, nonabstract experi-
ence, for leaders can’t transfer their own through speeches, documents, and
119C O R P O R AT E T R A N S F O R M AT I O N W I T H O U T A C R I S I S
(116-127)Transforma 9/25/00 12:58 PM Page 119
5. videotapes; each individual must re-create it personally. Leaders can, how-
ever, create a “disposition to experience,” and later in this article we suggest
several ways of doing so.
4. The process balances redundancy and control
Mistakes and surprises are inevitable in a transformation process. Industries
don’t stand still waiting for companies to transform themselves. Champions
of the process become disenchanted and leave. Often the program reveals
weaknesses that the company had not anticipated. Unless a transformation
program is configured to accommodate these unwelcome surprises, it can
all too easily come undone in midcourse. Such a failure can be disastrous,
since a company whose transforma-
tion fails before it is complete rarely
tries again.
Anticipating the unexpected when
developing the program’s design
and resources can make failures less
likely. Objective formal reviews of
progress (reports from the balcony, so to speak) can help leaders spot prob-
lems before they become acute. Bringing more leaders into the program
than are needed at each stage can improve the transformation’s resilience to
departures. Linking the compensation of managers to the program’s success
makes them less likely to leave when complications arise. Launching parallel
initiatives in different parts of the company increases the chance that key
ideas will survive. Finally, arranging meetings where people from different
business units, divisions, or regions compare progress and perspectives
makes it easier to identify and correct problems.
Stories of transformations
If these are the conditions of a successful transformation, what should leaders
do to create them? To help individuals cross their threshold of conviction,
the leaders must provide a “screenplay” for the drama to come—a story
showing why the company must transform itself, where it is heading, and
how it will get there. The story must be so convincing and vivid that its
readers will want to help it come true. Effectively framed, such a story can
help people strengthen their conviction and start experiencing “the new
world” even before it arrives.
A transformation born of crisis writes its own story. Before a crisis hits, it is
much harder to create an authentic story explaining why a company should
120 THE McKINSEY QUARTERLY 2000 NUMBER 4
Failure can be disastrous, for
a company whose transformation
fails before it is complete will rarely
attempt to transform itself again
(116-127)Transforma 9/25/00 12:58 PM Page 120
6. transform itself. Nonetheless, even if a transformation isn’t driven by a crisis,
it is important to clarify and write down the story. Giving it this formal
embodiment forces the top leadership of a company to think it through and
ensures that its central elements will remain similar no matter who is actu-
ally telling it.
A transformation story is neither a writer’s gimmick, such as a “retrospec-
tive from the future,” nor an anthology of reflections from management
sages. It is nothing like the mountains of documents and presentations that
so often accompany change programs. The great transformation stories are
often short, and some are surprisingly unpolished. We encourage top man-
agers to write their transformation stories themselves rather than delegate
the work to a communications unit or an advertising agency. Authenticity
and directness are far more important to a story than are fine prose or
clever visuals.
Although each story’s specific form will vary, we envision a transformation
story in three chapters, corresponding to the why, where, and how of the
transformation.
Chapter 1: Why does the company need this?
Almost always, the story of a transformation acknowledges the events that
triggered it: the company must take drastic action because its financial posi-
tion is weak, say, or because the competition has gained in power, or because
technology has revolutionized the industry. But these are often
only symptoms of deeper problems. If the transformation
process is to address those problems, they too must be
included in the story, which must explain why and how
the financial situation became weak, the competition gained
strength, or the new technology blindsided the company.
Such brutal honesty is difficult and therefore rare, for it leads
to awkward questions about the company’s previous deci-
sions and current leaders. But a shared understanding of
the actual cause of the current state of affairs is essential to a transforma-
tion. Putting hard truths on the table makes some people uncomfortable,
but avoiding those truths puts success at risk.
Chapter 2: Where is the company heading?
The second chapter, which calls for true creativity, outlines the company’s
future and makes it so convincing that it seems destined to happen. Many
121C O R P O R AT E T R A N S F O R M AT I O N W I T H O U T A C R I S I S
(116-127)Transforma 9/25/00 12:58 PM Page 121
7. companies derive their “destiny” from the triumphs of other companies and
from known facts: surveys, benchmarks, best practices. Such companies
assemble their future piece by piece. But in our experience, a future that
merely imitates what others have achieved, no matter how great their results,
rarely inspires employees.
Instead, the company needs a genuinely new and superior idea for a product,
a quality standard, a technology, or a managerial model. Such ideas vary
from company to company, but in all cases they must be capable of giving it
a decisive competitive superiority. Of course, companies can learn from their
competitors. Nonetheless, the ideas that drive a transformation always move
beyond what others know.
Chapter 3: How can the company reach its goal?
Returning to the realm of the practical, how can the company use the diag-
nosis of the first chapter and the new idea of the second to transform itself?
There are many technical details to spell out concerning tasks, phases,
timing, and responsibility. But while detail is important, it is not sufficient
to answer the question of how the company will achieve its goals. Transfor-
mational learning comes, ultimately, from personal experience. The leaders’
experience, which should be embedded in the story, must be internalized
within every participant in the process. Each participant must undergo an
“identity transition.”
Although orchestrating thousands of these individual identity transitions
is an enormous challenge, doing so will make the process of change self-
sustaining. Once individuals begin to experience the early realities created
by the transformation story, they will often try to do what it takes to com-
plete it on their own.
Making it real
Getting thousands of people to move across that threshold of initial experi-
ence is undoubtedly the hardest task facing a management team that leads a
corporate transformation. We have observed many situations in which a top-
management group has discovered the causes of the present problems of a
company and developed a convincing vision of its future. These leaders have
captured that experience in a powerful transformation story and struggled
to help many thousands of employees, business partners, and customers dis-
cover the logic of the transformation for themselves. After all, the company’s
leaders, as we have already noted, cannot know or experience anything on
anyone else’s behalf.
122 THE McKINSEY QUARTERLY 2000 NUMBER 4
(116-127)Transforma 9/25/00 12:58 PM Page 122
8. The challenge
Here the leaders face a contradiction. On the one hand, identity transitions
must be highly personal, arising from real-life experience. On the other, the
transformation won’t succeed unless the transition is carefully choreographed
from the center. Indeed, central leadership is essential to any transformation.
Only a few people in most organizations have the stamina, ambition, and
ideas to develop and communicate an effective transformation story. Only a
powerful central group can guide the process through the risks and setbacks
encountered during every transformation. Only central controls can prevent
chaos. Ultimately, however, the transformation must proceed without central
leadership. To acknowledge the need for a not-yet-existing reality is to make
a conscious, free decision. Individ-
uals must make this decision for
themselves.
The most common approach to a
large-scale transformation process
involves central definition and man-
agement. That approach sometimes
works in a crisis. To prevent the threatened closure of a factory, its workers
may well accept draconian staffing cuts. To save a company from a hostile
takeover, managers may allow core businesses to be sold. But without a
crisis, these prescriptive methods run into trouble, for the shared conviction
that permits a company to endure setbacks and complications can’t be cen-
trally imposed.
Hence the rise in recent years of attempts to use a “cascade” process—in
which each round of discussions engages new people in a dialogue about the
transformation—to persuade every organizational level of the need for radi-
cal change. Although this approach usually persuades more employees of the
story’s necessity than do prescriptive methods, it has practical drawbacks,
especially in large organizations. It isn’t easy to arrange conversations with
50,000 employees. As the cascade works its way down through the organiza-
tion, the dialogue it creates loses spontaneity. Overstretched lower-level man-
agers may have too little feeling for the transformation process to touch their
audience. The leadership group may try to bypass them by using a video pre-
sentation, but the dialogue then turns into prescription.
Are there other ways to resolve the problem? The leadership group can’t
transform individuals, but it can do much to foster their readiness to accept
a transformation. The leaders can remind people of past events to spur them
to re-create former glories or, for that matter, to avoid former mistakes. They
123C O R P O R AT E T R A N S F O R M AT I O N W I T H O U T A C R I S I S
Only a powerful management
group at the center can guide a
transformation through the risks
and frustrations of the process
(116-127)Transforma 9/25/00 12:58 PM Page 123
9. can encourage employees to visit other organizations to see and feel the new
ways of working. And by painting a vivid picture of the future, they can give
employees a feeling for a world that does not yet exist.
New approaches
Such actions create a disposition to embrace change. But do the leaders have
to be personally involved in creating this disposition? Are there other ways
to encourage the focused and disciplined patterns of dialogue,
thought, and action that transformation entails? Some
striking cases of success suggest that there are.
St. Luke’s. Consider the case of an extraordinarily
successful UK advertising agency, St. Luke’s. Each of its
clients has a specific room in the agency’s building.2
Jointly
designed by the client and the St. Luke’s team, the room
is filled with the collective knowledge of the client’s
situation, advertising campaigns, products, and so
forth. Each client room in St. Luke’s is different. The
essence of the agency’s knowledge is presented, sometimes on wall displays,
sometimes in electronic form, and sometimes in the furniture and colors.
In each case, the room captures the work of the joint agency-client team in
a way that others can see and personally experience.
St. Luke’s guarantees its clients 24-hour-a-day, seven-day-a-week access to
its building if they agree to enter only their own client room, which thus
becomes a place where executives and line managers at many levels can
experience a new corporate identity. Each of these rooms, providing con-
stantly changing yet concrete access to the joint view of reality envisioned
by St. Luke’s and the client, is far more tangible and immediate than the
usual paper or slide campaign presentation.
Ford Motor. In the course of a sweeping global transformation program, Ford
has developed a novel approach that fosters identity transitions. Drawing
on the story drafted by the company’s leaders, all managers, following a
centrally defined process, develop individual interpretations of the task of
change at Ford. This individual perspective, which Ford calls a “teachable
point of view,” provides the content of a workshop at which the next group
of employees is encouraged to create its own teachable point of view.3
In
124 THE McKINSEY QUARTERLY 2000 NUMBER 4
2
See Andy Law, Open Minds, London: Orion Books, 1998, published in the United States as Creative
Company, New York: John Wiley & Sons, 1999.
3
See Suzy Wetlaufer, “Driving change: An interview with Ford Motor Company’s Jacques Nasser,” Harvard
Business Review, March–April 1999, pp. 76–90.
(116-127)Transforma 9/25/00 12:58 PM Page 124
10. principle, this process follows the cascade model, but prescribed elements
(including detailed instructions for developing teachable points of view) can
be used to form dialogues that are genuinely individual.
Johnson & Johnson. Despite years of success, the global heath care company
Johnson & Johnson was concerned about avoiding IBM’s experience during
the 1980s, when it fell from a seemingly unassailable position to near col-
lapse. IBM apparently had the right strategy “in the drawer” all along, but
nobody asked the questions that
would have prompted the adoption
of the strategy.
So J&J’s leaders designed a process
called FrameworkS to ensure that
the right questions were asked.4
The uppercase S in the name empha-
sizes the importance of bringing many diverse perspectives to the leaders’
discussions—the views not just of managers but also of customers, artists,
politicians, and so on, in a process that is simultaneously open and directed.
In a typical FrameworkS exercise, 10 to 12 people are invited to become
temporary members of J&J’s executive committee, which has 9 permanent
members. The expanded group meets in a remote location for a full week
to address a specific problem. The temporary members of the executive com-
mittee, often from the middle ranks of the corporation, are chosen for their
ability to bring diversity to its discussions. No one at these meetings pulls
rank, and no single opinion carries more weight than any other.
J&J then creates subcommittees and task forces, each directed to study and
investigate a particular topic. Ultimately, hundreds of employees will join
Ralph Larsen, the company’s CEO, involving themselves in the transforma-
tion process and immeasurably widening the executive committee’s perspec-
tive on what must be done.
Catalytic objects
In all three cases just described—and in virtually every successful transfor-
mation exercise we have seen in large companies—individual employees
did not form a transformational outlook primarily as a result of personal
interaction with the CEO. The crucial element is rather a personal experi-
ence of what we have come to call “catalytic objects,” such as the St. Luke’s
125C O R P O R AT E T R A N S F O R M AT I O N W I T H O U T A C R I S I S
4
See Donald L. Laurie, The Real Work of Leaders, Cambridge, Massachusetts: Perseus Books, 2000.
An individual employee forms
a transformational outlook primarily
as a result of personal experience,
not direct contact with the CEO
(116-127)Transforma 9/25/00 12:58 PM Page 125
11. client room, Ford’s structured but freely teachable points of view, and J&J’s
FrameworkS conversations.
Catalytic objects are “objects” only in the sense that they can be described,
deployed, and observed. They are nothing like the inspirational wall plaques
or coffee mugs beloved of satirists. Catalytic objects in different transforma-
tion programs have almost no formal similarity, but they are similar in func-
tion: they help each participant in
a transformation process develop a
personal version of the story.
Because a catalytic object can be
observed and discussed, it fosters
the detached perspective that is
crucial for deep adaptive change.
Actors become observers. They can stand back from the company’s past
and prospects even as they shape those prospects. Catalytic objects serve to
transfer knowledge and simultaneously make it possible to re-create experi-
ence. The sequential approach of “tell them the facts, then fire them up”
gives way to a faster, more effective parallel process of discovery.
Finally, catalytic objects can be centrally shaped and their development in the
organization centrally monitored. They provide the degree of control needed
to keep a transformation process on track as well as the redundant message
needed to overcome the inevitable noise and transmission failures from the
executive suite to the front line.
Catalytic objects thus provide a bridge between a centrally developed trans-
formation story and each individual’s personal experience. They solve the
problem of faithfully transmitting a critical central message through the
vagaries of a cascading dialogue. They allow the transformation process to
ring with freedom yet simultaneously to move within boundaries set by the
leadership group.
We are only beginning to learn about the best ways to construct and deploy
catalytic objects, but our confidence grows daily that they are the key to the
“leadership without leadership” that is essential to a successful transforma-
tion program.
In seeking to increase the success rate of corporate transformations, we are
less concerned with the names of things (“transformation stories,” “catalytic
126 THE McKINSEY QUARTERLY 2000 NUMBER 4
The fine art of leading a corporate
transformation may be the most
important core competence in a
turbulent competitive environment
(116-127)Transforma 9/25/00 12:58 PM Page 126
12. objects,” and so forth) than with their functions. Many skilled transforma-
tion leaders use these approaches intuitively and implicitly, without a formal
nomenclature.
The drama of each corporate transformation unfolds in a different way,
and we would be the last people to prescribe a uniform script that must be
followed in all cases. We are convinced, however, that success in corporate
transformations is more than a matter of luck and that the art of leading
them can be learned. In a turbulent competitive environment, this art may
be the most important “core competence” of all.
127C O R P O R AT E T R A N S F O R M AT I O N W I T H O U T A C R I S I S
(116-127)Transforma 9/25/00 12:58 PM Page 127