The suitability and survival of any organization lies in the eyes of its different stakeholders. The proposition is very straightforward: deliver to the most critical stakeholders what they need most, do it better than competitors, and you will have all the business you want.
What good does it do to redesign an organization if the changes don’t enable it to survive? Part I: What is “extreme alignment” and what difference does it make?
“High performance comes from aligning mindsets, processes, systems and behaviours.”
The traditional “inside-out” and “outside-in” approaches to organizational change are still relevant, but connecting them is the key that unlocks true transformation, writes Dave Hanna
The bottom line of leadership is that leaders have followers, not just subordinates. However, a leader’s ultimate success is tied to his/her ability to deliver results.
“There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things,—
Many corporations have taken to producing a purpose statement to summarize what they stand for as an enterprise. That being said, “Is your purpose alive or on life support?”
As Dr. W. Edwards Deming used to say, “Improving your organization is totally voluntary. It’s only a matter of survival.”
Fulfilling your strategic targets is literally in the hands of your associates. How they work every day determines what results your company gets. If the present organizational culture is not tightly aligned with strategy, it is usually the strategy that loses out.
If we become what we think about, then the personal mission has the power to help us handle any situation in life consistent with our values.