Ask any CEO who has overseen a corporate transformation what should have been handled differently, and you are likely to get this answer: "We should have--and could have--moved faster."
The biggest barrier to corporate transformation is getting organizations to execute their bold new ideas quickly. Robert H. Miles, senior adviser to Monitor Group, outlines in his article in Harvard Business Review, the six problems which can slow the corporate transformation and explains how to attack them sequentially.
The six mistakes explained below require leaders to act boldly and rapidly to release these speed brakes on change in a particular order.
Cautious Management Culture: Compel all executives to confront reality and agree on ground rules for working together.
Business-as-usual management process: Run a no-slack launch on a parallel track with regular systems; make sure there are easy, visible victories.
Initiative gridlock: Limit the company to three or four initiatives.
Recalcitrant executives: Launch quickly to engage key executives and identify and confront those not on board.
Disengaged employees: Cascade changes to all employees to boost engagement.
Loss of focus during execution: Anticipate and defuse post launch blues, mid-course overconfidence and presumption of perpetual motion
The biggest barrier to corporate transformation is getting organizations to execute their bold new ideas quickly. Robert H. Miles, senior adviser to Monitor Group, outlines in his article in Harvard Business Review, the six problems which can slow the corporate transformation and explains how to attack them sequentially.
The six mistakes explained below require leaders to act boldly and rapidly to release these speed brakes on change in a particular order.
Cautious Management Culture: Compel all executives to confront reality and agree on ground rules for working together.
Business-as-usual management process: Run a no-slack launch on a parallel track with regular systems; make sure there are easy, visible victories.
Initiative gridlock: Limit the company to three or four initiatives.
Recalcitrant executives: Launch quickly to engage key executives and identify and confront those not on board.
Disengaged employees: Cascade changes to all employees to boost engagement.
Loss of focus during execution: Anticipate and defuse post launch blues, mid-course overconfidence and presumption of perpetual motion
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