Reinventing your leadership team involves assessing and updating the composition, structure, and practices of your organization's top leaders to drive growth, innovation, and success. This can involve a variety of changes, such as reorganizing departments, adding new leaders with diverse skill sets, or updating the company's leadership philosophy. Here are some steps to help you reinvent your leadership team:
Assess Current Performance: Take an objective look at your current leadership team and identify areas for improvement. Consider factors such as communication, collaboration, and decision-making processes.
Define Your Goals: Clearly define what you want to achieve through the reinvention process. Consider your company's mission, goals, and values, and align your leadership team accordingly.
Evaluate Skillsets: Evaluate the skillsets of your current leaders and identify any gaps that need to be filled. Consider bringing in new leaders with diverse backgrounds and perspectives to help drive innovation and growth.
Foster Collaboration: Encourage collaboration and teamwork among your leadership team. Foster open communication, encourage idea sharing, and provide opportunities for cross-functional problem-solving.
Foster a Culture of Learning: Encourage continuous learning and development for your leadership team. Provide opportunities for professional development, coaching, and mentorship to help leaders stay up-to-date with industry trends and best practices.
By taking these steps, you can successfully reinvent your leadership team and drive long-term success for your organization.
It is a term referring collectively to such activities as reengineering, redesigning and redefining business systems.
Organization Transformation can occur in response to or in anticipation major changes in the organization’s environment or technology.
What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
Organisational Development InterventionsGheethu Joy
This presentation includes notes collected from various sources from internet during my study journey with regard to the topic Organisational Development Interventions
Burke litwin change model - Organizational Change and Development - Manu Mel...manumelwin
The Burke-Litwin change model revolves around defining and establishing a cause-and-effect relationship between 12 organizational dimensions that are key to organizational change.
Let’s take a look at how this change model can make the process easier.
What are the characteristics of high performing teams? What distinguishes a high to mediocre performing team?
About this event
There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics.
This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
CONTENTS:
1. Concept, Nature and Significance
2. Maslow's Hierarchy Need Theory
3. Herzberg's Motivation-Hygiene Theory
4. Intrinsic and Extrinsic Rewards
5. Porter and Lawler's Model
6. Equity Theory
7. Financial and Non Financial Incentives
8. Case Study: Kellogg's
It is a term referring collectively to such activities as reengineering, redesigning and redefining business systems.
Organization Transformation can occur in response to or in anticipation major changes in the organization’s environment or technology.
What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
Organisational Development InterventionsGheethu Joy
This presentation includes notes collected from various sources from internet during my study journey with regard to the topic Organisational Development Interventions
Burke litwin change model - Organizational Change and Development - Manu Mel...manumelwin
The Burke-Litwin change model revolves around defining and establishing a cause-and-effect relationship between 12 organizational dimensions that are key to organizational change.
Let’s take a look at how this change model can make the process easier.
What are the characteristics of high performing teams? What distinguishes a high to mediocre performing team?
About this event
There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics.
This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
CONTENTS:
1. Concept, Nature and Significance
2. Maslow's Hierarchy Need Theory
3. Herzberg's Motivation-Hygiene Theory
4. Intrinsic and Extrinsic Rewards
5. Porter and Lawler's Model
6. Equity Theory
7. Financial and Non Financial Incentives
8. Case Study: Kellogg's
Improve your business efficiency with this content ready Organizational Effectiveness Powerpoint Presentation Slides. Showcase the factors affecting business success using the professionally designed organization efficacy presentation deck. The visually appealing organizational success PowerPoint complete deck includes a set of slides such as organizational effectiveness model & services, matrix, strategies, steps to achieve, approaches to measure, time dimensions, etc. Additional slides like our team, comparison, financial, about us, dashboard, location, post-it notes, our mission, mind map, Venn, our target, stacked bar, clustered bar, pie chart, area chart and thank you slide, etc can make information easier to understand. You’ll find all the PPT slides fully customizable and easy to edit. You can enter text in the placeholders, change color if you wish to. Utilize easy to understand business effectiveness PowerPoint templates to demonstrate ways to achieve business excellence. Download these easy to use enterprise efficiency PPT slides to boost employee commitment and motivation. Our Organizational Effectiveness Powerpoint Presentation Slides are for you forever. You will always find them around.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
STRATEGIC MANAGEMENT IN TODAY’S COMPLEX WORLDRonal Parmar
With the development of economy, original pure rational strategic management could not adapt to the complex and ever-changing environment now.
The world is changing and becoming more and more unpredictable with each passing day. A kind of irrational strategic management is emerging quietly.
This passage introduces the development of irrational strategic management and its function in strategic management, and discusses the way of irrational factor playing an active role in strategic management.
This presentation is authored by Jack Abebe and Annaline Jepkiyeny. It discusses how learning organizations pick on change management as a strategic direction.
Strategic Human Resource Management Lecture 5RECONNECT
This is the lecture 5 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
Follow Reconnect on slide share.
Official fb page: facebook.com/reconnectt
Official fb group: facebook.com/groups/reconnecting.tech/
Rights are reserved for this presentation. Please inbox 1st to get permission to use this
What exactly is culture?
Understand culture using metaphors.
Understanding organisational culture.
Why organisational culture matters?
Explain and use techniques to evaluate organisational culture.
Cultural web
Cultural iceberg
Handy’s four culture types
Competing values framework
How is organisational culture created and preserved?
Can organisational culture be changed?
Discuss cases of cultural blunders.
What are the causes of cultural blunders?
How to minimise cultural blunders.
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
Improve your business efficiency with this content ready Organizational Effectiveness Powerpoint Presentation Slides. Showcase the factors affecting business success using the professionally designed organization efficacy presentation deck. The visually appealing organizational success PowerPoint complete deck includes a set of slides such as organizational effectiveness model & services, matrix, strategies, steps to achieve, approaches to measure, time dimensions, etc. Additional slides like our team, comparison, financial, about us, dashboard, location, post-it notes, our mission, mind map, Venn, our target, stacked bar, clustered bar, pie chart, area chart and thank you slide, etc can make information easier to understand. You’ll find all the PPT slides fully customizable and easy to edit. You can enter text in the placeholders, change color if you wish to. Utilize easy to understand business effectiveness PowerPoint templates to demonstrate ways to achieve business excellence. Download these easy to use enterprise efficiency PPT slides to boost employee commitment and motivation. Our Organizational Effectiveness Powerpoint Presentation Slides are for you forever. You will always find them around.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
STRATEGIC MANAGEMENT IN TODAY’S COMPLEX WORLDRonal Parmar
With the development of economy, original pure rational strategic management could not adapt to the complex and ever-changing environment now.
The world is changing and becoming more and more unpredictable with each passing day. A kind of irrational strategic management is emerging quietly.
This passage introduces the development of irrational strategic management and its function in strategic management, and discusses the way of irrational factor playing an active role in strategic management.
This presentation is authored by Jack Abebe and Annaline Jepkiyeny. It discusses how learning organizations pick on change management as a strategic direction.
Strategic Human Resource Management Lecture 5RECONNECT
This is the lecture 5 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
Follow Reconnect on slide share.
Official fb page: facebook.com/reconnectt
Official fb group: facebook.com/groups/reconnecting.tech/
Rights are reserved for this presentation. Please inbox 1st to get permission to use this
What exactly is culture?
Understand culture using metaphors.
Understanding organisational culture.
Why organisational culture matters?
Explain and use techniques to evaluate organisational culture.
Cultural web
Cultural iceberg
Handy’s four culture types
Competing values framework
How is organisational culture created and preserved?
Can organisational culture be changed?
Discuss cases of cultural blunders.
What are the causes of cultural blunders?
How to minimise cultural blunders.
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
Characteristics Of The New Era Of LeadershipDavid Kiger
We want to take a look at some of those traits and trend that pave the way for rising leaders and how they have adapted to the new environment and how they go about making it work everyday.
Talent Wins” by Dr.Ram Charan, Dominic Barton, Dennis Carey
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.
Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.
Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.
Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.
Happy reading & Learning
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...Neil Thornton HBA, MA
A new report for the Human Resource Professionals Association, directed to the Human Resource manager. Brand, Influence and Presence are the 3 keys to success.
How to Build and Maintain a Premier OrganizationLucas Group
An important trend facing organizations across all industries is bridging the knowledge gap between outgoing employees and those who remain or are hired to fulfill their work. Despite a stubbornly persistent unemployment rate in the U.S., attracting and retaining people who can positively impact your company remains a considerable challenge to building and maintaining a premier organization. Triggered by Baby Boomer retirements, companies must develop systematic ways to attract the best, retain the best, and hold on to the knowledge that the best contribute to their organizations.
By Judith H. Katz and Frederick A. MillerFar from incr.docxRAHUL126667
By Judith H. Katz and
Frederick A. Miller
“Far from incremental change in leadership approaches, the new marketplace requires an entirely new
paradigm: nothing less than admitting that the concept of the all-knowing, all- powerful leader is obsolete
and that our entire image of leadership itself must change. While some teams and organizations have
made this shift, many have not—at a great cost to both the organizations and their people.”
Leaders Getting Different
Collaboration, the New Inclusive Workplace, and OD’s Role
There is a leadership change in the air;
an urgency, not only for organizations to
be different, but for “titled” leaders to be
different: to join people, to connect work
to the organization’s purpose, to inspire, to
move away from silos and toward a flow of
ideas and information across the work-
place, to create a sense of safety so that peo-
ple can bring their best selves to work—all
to foster an inclusive workplace in which
collaboration can flourish. This urgency
stems from a variety of trends. Consumers
are demanding more. Markets are moving
faster and growing more complex. Millen-
nials are demanding a new workplace.
This means that the “adapt or fail”
tipping point for organizations, long
rumored, is here with a vengeance
(Devereaux, 2004; Laloux, 2014; Stack,
2014). Far from incremental change in
leadership approaches, the new market-
place requires an entirely new paradigm:
nothing less than admitting that the
concept of the all-knowing, all- powerful
leader is obsolete and that our entire image
of leadership itself must change. While
some teams and organizations have made
this shift, many have not—at a great cost
to both the organizations and their people.
This article examines the convergence of
trends, describes several keys to the new
leadership paradigm, and explores the
role that OD practitioners need to play in
supporting leadership for a collaborative,
inclusive workplace.
A Convergence of Trends
Many elements of the traditional organi-
zation and leadership model have come
under scrutiny in recent years:
» Leaders know best (or leaders as
all-knowing).
» Leaders as “super doers” who were
promoted from individual contributor
roles to managerial ranks, not because
of their skill with people but because of
their technical ability.
» Leaders as “fixers” who provide answers
and solutions to every problem under
their purview.
» Leaders seeing it as their role to accept
the status quo and not challenge the
opinions or ideas of their leaders.
» People of the organization seen as
hands and feet: filling specific roles in
the organization, required to “just do
their job” and “do as they are told.”
This model has been giving way to a
greater emphasis on collaboration—and
an inclusive workplace as the ideal envi-
ronment for fostering that collaboration
(Baker, 2014). We have now reached
the point where the inclusive workplace
is a must for organ ...
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
3. As companies strive to build competitive
advantage in a world obsessed with
digitizing (which is often a must but rarely
differentiating), they find that what they
need from their leaders is changing.
4. We used to accept, for instance, that leaders
could be either great visionaries or great
operators. No longer. Companies now need
their top people to perform both roles—to
be strategic executors, in other words.
5. They’re also expected to be tech-
savvy humanists, high-integrity
politicians, humble heroes, globally
minded localists, and traditioned
innovators.
7. Six Paradoxical
Expectations of Leaders
In a 2021 survey of 515 businesspeople from around
the world, respondents placed high importance on
leaders' ability to balance the paradoxical demands
inherent in six key roles. At the same time, they had
much less confidence that leaders could effectively
manage the tensions involved.
% of respondents indicating that both elements of
the paradox are important or critical to the
company's future success.
% of respondents indicating that top leaders in
their organization are good or best in class at both
elements of the paradox.
11. Humble Hero
Has the confidence to act
decisively in an uncertain
world and the humility to
admit mistakes
42%
83%
12. Globally
Minded Localist
Navigates a world that is
increasingly both global
and localized, looking for
the places where scale truly
matters
42%
72%
13. Traditioned
Innovator
Uses the past to help direct
the company's success while
also creating a forward-
focused culture that allows
for innovation, failure,
learning, and growth
36%
71%
14. As part of the research that led to the book Beyond
Digital, from which this article is adapted, we
interviewed senior executives at 12 prominent
firms (Microsoft, Inditex, Hitachi, and nine others)
and gleaned insights as to why expectations for
leadership have changed. It is clear that if
companies are to thrive in the years ahead, they
must build new forms of advantage rather than just
digitize what they are doing today.
15. Companies have to switch from competing with
rivals to cooperating with partners in networks and
ecosystems to create value in ways that no single
organization can manage alone.
16. Leaders need to be willing to challenge
every aspect of their company: its
purpose, its business model, its
operating model, its people, and
themselves conventional ideas about
managing have to be inverted.
17. Executives must move away from focusing on their
individual areas of responsibility and responding to
needs bubbling up from below; instead they must work
together as a team to shape the organization’s future
and steer a path toward it.
20. Identifying the leadership roles needed to
transform your company for the future. For
your company to remain relevant, it will
need distinct capabilities that allow it to
deliver on its purpose, along with leaders
who can envision its new place in the
world and mobilize it to get there. What
positions do you need on your executive
team to make that happen?
21. Assembling the right people. Having
identified the roles your team needs,
you next have to think about who will
best fill them. Which individuals
should you bring together so that you
have the necessary talent and
diversity in the C-suite to generate
new ideas, challenge traditional
thinking, and collaborate on
meaningful change?
22. Focusing your leadership team on driving the company’s transformation.
You and your colleagues will need to advance the company’s agenda—
and that means spending energy and time on the big priorities for the
future, not just responding to the demands of the organization today.
What structures and mechanisms will help you lead the company to its
new destination?
23. Taking ownership of your leadership team’s
behavior. Building the distinctive capabilities
that will allow you to create real advantage
requires a high degree of collaboration and a
commitment to developing a team mentality
so that the disparate parts of your organization
operate as a harmonious whole. How can you
build trust and a culture that powers the
organization’s collective success?
24. While we’ve listed these measures in
sequential order, you will have to work on
them simultaneously, because they
reinforce one another. Don’t worry about
getting everything right on the first take,
including how you establish the team itself.
No high-performing leadership team we
know was built overnight, nor did it do
everything perfectly. But don’t let that be
an excuse for failing to make substantial
progress on all four fronts.
25. Identify the Roles You Need
When CEOs look at the organizational capabilities their company must have to create
value in the beyond-digital world, they often conclude that they have to add some
nontraditional leadership positions and eliminate a few traditional ones. That has led
to an explosion of new C-suite titles in recent years: chief innovation officer, chief data
officer, chief sustainability officer, chief analytics officer, chief behavioral officer, chief
brand officer, chief customer officer, chief design officer, and so on.
26. Having the right roles on your top team isn’t enough. You
must also fill the positions with the right people—those
with the skills, behaviors, and experiences you require.
Thinking about the six paradoxical expectations of leaders
we mentioned earlier will help., Not everyone on your
team has to excel at balancing the tensions involved in each
one, but Collectively you should have them all covered.
Where do you have gaps? Which capabilities can you
develop from within the current team, and which should
you bring in from outside?
Assemble Your Team Thoughtfully
27. Look for people with varied experiences, who
have worked within different ecosystems and
understand the capabilities, technologies,
channels, and transformational approaches you
will be deploying. You want leaders who have
demonstrated that they can build and scale up
the capabilities you aim to perfect. Your team
should also reflect the diverse voices of your
total ecosystem—including the customers you
seek to serve, your workforce, and your
partners. Very likely, those voices will cover a
range of gender identities; national, racial, and
ethnic origins; abilities; and economic and
educational backgrounds.
28. One CEO we worked with spoke of feeling ineffectual
until he made a fundamental shift in how he managed
his work: “I used to spend all of my time responding to
other people’s issues through email, meetings—the
entire day was making decisions related to what others
provided. One day I recognized that the only way to lead
the company was to do the work I felt was required for
the organization to move forward.”
Focus Your Team on Driving Transformation
29. Time is the top team’s scarcest resource. What
are the executives in the C-suite going to focus
on, and how will they ensure that the “urgent
does not crowd” out the important? Given the
complexities of running a successful business
today, it is more important than ever for your
leadership team to be very deliberate about how
it sets its agenda. It must make sure it drives
transformation, rather than letting the agenda be
driven by requests coming from below.
30. Leadership teams will always need to manage two
distinct responsibilities: running the business day-
to-day and building for the future that they’ve
committed to. “We need to both “perform and
transform”. If you only transform but don’t perform,
you have no here and now. If you only perform but
don’t transform, you have no future. Therefore, in
our scorecards we measure both.
31. Some companies create a separate group to manage
their strategic transformation effort in order to prioritize
and protect it. Usually this group includes many of the
executives responsible for operations—and to infuse
new thinking, it may even include lower-level
employees. Regardless of the governance approach you
choose, make sure to hold yourself and your team
accountable for addressing difficult questions about how
best to shape the future.
32. The role of the leadership team does not
stop with making big choices; senior
executives must also see that their decisions
are successfully implemented. That’s what
the “strategic executor” leadership paradox
is all about. Your top people will need to
get their hands dirty working through the
implementation details and making sure
that the activities of disparate parts of the
organization add up to a coherent whole.
33. Howard Schultz, the former CEO of Starbucks,
understood this. When he ran the company, he
envisioned its coffee shops as a “third place” where
people would spend time, beyond their offices and their
homes. And he got involved in the nitty-gritty of bringing
his vision to life—deciding, for example, that employees
should grind beans to create appealing aromas rather
than using flavor-locked bags of ground coffee.
34. He also had big espresso machines replaced
by smaller ones so that customers could more
easily interact with the baristas making drinks.
He ordered the removal of products near the
cash registers, because although they
generated revenue, he felt that they detracted
from the experience that distinguished
Starbucks from competitors such as
McDonald’s and Dunkin’ Donuts.
Schultz even helped select the music that
would play in the coffee shops.
35. Your goal should be to have everyone in the
executive suite aligned around an understanding
of why your company must change, what unique
place in the world you’re aiming for, and which
differentiating capabilities you will need to get
there. All your team members have to
“wholeheartedly own the transformation
program” and see their personal objectives and
agendas tied to its success.
Take Ownership of Your Team’s Behavior
36. When defining their areas of responsibility, your
people should believe that leading the company
through its transformation is their most
important task and that success will depend on
the collaboration of team members rather than
on the sum of individual units’ performance.
You also need to establish that when the
executive team gathers, it is not to approve or
reject proposals but to create value together.
37. A major transformation can’t be
undertaken by the company’s “top
team alone”. The new kind of
leadership that we’ve been
advocating will have to “cascade
downward” to build “leadership
muscle” throughout the
organization.
38. Surround yourself with talented people who can
balance seemingly paradoxical leadership behaviors
and challenge one another to collectively
accomplish big things. Most importantly, make sure
your “leadership team truly leads”—setting aside
the time and energy to define a bold agenda and
launch the ambitious initiatives that your future
relies on. Failing to do that will be a costly mistake.
Succeed and you will have a powerful team that
can position your firm to thrive in an increasingly
complex world.