In an article published in the Harvard Business Review in July/August 1999, the leadership guru and the author of the best-selling book Good to Great, Jim Collins, wrote about something he termed as catalytic mechanisms. Catalytic mechanisms are mechanisms used in organizations to create a compelling alignment between a business and its strategy to differentiate itself.Continue reading
An organizationâ€™s mission statement outlines the core purpose or reason for its’s existence. Peter Drucker, often called the father of modern management, said a mission is the primary tool to guide in creating strategies or making short-term decisions. The mission statement conveys information about an organizationâ€™s products, services, customers, markets and values to all of its stakeholders. Here is a technique for crafting an effective mission statement for your organization…Continue reading
Why do we hate change? Â The answer can be found in human evolution. Since millions of years ago, the human brain perceives strangeness (or strangers for that matter) as a sign of danger or even a life-threatening event. Our brains are hard-wired to react negatively to and to resist change.Â Organizations face the same challenges of inevitable resistance to change.Â According to one study by the Center for Creative Leadership, 75% of change initiatives fail because of this resistance. .. Continue reading
Based on a web article entitled “The Future of Management is Teal”.
The way organizations are structured and run today is essentially outdated. Disillusionment and lack of engagement are commonplace and most people regard their work as filling in time and unexciting. Managers try different incentives from training to monetary rewards to company retreats without getting any lasting, positive outcome. So is a new kind of organization the answer?
AskÂ CEO’s and senior management of large companies in any sector and it will become apparent that many of them – in fact the vast majority – are not satisfied that their strategic planning process is working. Â There seems to be a belief that these processes are essentially a waste of time and distract the organization away from focusing on core issues. This belief incidentally is not just restricted to large organizations – it is an even bigger concern for not so large companies with limited resources….
This article is based on the 5-Stage model originally proposed by author Elisabeth Kubler-Ross
Any kind of change involves the loss of something: status quo, possessions, relationships, etc. The 5-Stage model suggested by Elisabeth Kubler-Ross in a book related to loss of life (an extreme form of loss) has been also used to explain how people react to change…
The information in this article is based on published research carried out by Center for Creative Leadership (CCL)…
The way the priority and the focus on leadership has changed is a function of how organizational and leadership thinking has evolved over the last 30 years or so. To illustrate the difference, we contrast across various situations what leadership used to be and what it means now: