Closing out 2015, I look back at the year’s most viewed posts as a chance to reflect on blog topics, from project management, marketing, and mergers and acquisitions failure, here is what people viewed. In descending order: 10. Change management bottom up or top — The more you look at an organization, the more you identify where the work gets done. An executive team can not command change from the top without awareness of actual change people care about: their job, their compensation, their role, their skill, and their motivation, Stock options, bonus packages, and executive parking privilege do not resonate with the majority, let’s start with culture, forget leadership. Leadership doesn’t drive change, change relies on culture and in the case of culture, leadership is along for the ride and rarely in the driver seat for how change travels. 9. Competing values drive your organization out of business — Another post in the …
New conditions demand new business management strategy. Technology enabled a disruption greater than any department or team level at a company can solve.
Customers severed the business message and took control of marketing channels.
Media lost privilege, marketers lost their minds, business lost their playbook, and customer’s rewrote the rules of engagement.
We need to reengineer marketing from the outside in and then align people, process, and technology from the inside out.
Fast Start conversation: Policies, procedures, forms, transactions, compliance and administrative oversight. Sound like your human resources (HR) department? Many of those items may never go away, but tech-savvy HR departments can provide new capability to the way services offered, delivered, filled, managed, and referenced. Information technology (IT) can reengineer the ability to do more, better. Today, any consideration that you are an HR professional demands a level of technology consideration and comfort in analytically-driven skills, to such an extent that Talent Management magazine’s Ladan Nikravan wonders Is HR the New IT? From recruiting through managing engagement, mobile applications and online forms offer access and management beyond site-localized paper and pen. How tech-savvy is your human resources department? How tech-savvy is your human resources strategy? How tech-savvy is your human resources leadership? How tech-savvy is your human resources team? What potential recruits are you missing? …
Policy, procedure, and bureaucracy tend to creep as an organization grows in size: revenues, market share, employees. With that creep does organization culture benefit with bureaucracy? Bureaucracy may, indeed, provide organizations a strong case to manage risk. While a small organization may have flexibility and ad hoc procedures based on one-on-one interactions, as an organization adds people the original interactions of smaller teams are stretched beyond first-level interaction. This means the track record of things that may have been consistent is now flexed beyond first-level accountability. You expect an organization grows to meet the demand of added revenue. However, if your original processes and procedures were flexible and not well-documented, you now run a risk to quality when you grow to fast. If the wheel wobbles at 5mph then at 65mph the wheel is teeth rattling. The Internet, as a tool, is a good example …
If companies were built to last, than 4 of 10, almost 50%, would still remain on the the Fortune 500 a mere 10 years later.
Sustained success has less to do with market forces than company values; less to do with competitive position than personal beliefs; less to do with resource advantages than vision. Sustained success has to do with managing culture.
Organization change without an awareness of what drives the organization’s culture may be the reason close to 90% of all projects fail.
Culture is key to remain great.
Frameworks and theories that rely on past events ignore all opportunity for organizations to interact in an interdependent co-generative way: systems theory.
Systems theory and systems thinking relies on interface, feedback, organizational goals, input, throughput, output, differentiation, and integration.