It seems that growth has become confused with getting bigger. Enron kept getting bigger and bigger. Where are they now? It’s not that hard to set some higher numbers, to call them growth targets and design a way to meet them. It is much harder to focus on real growth, the evolution of an organisation that wants to create a long term, sustainable future.
The framework to take the decision to outsource elements of your organisation’s operations has changed in the 21st century. The long-term consequences of outsourcing without considering the very foundations of organisations are becoming more apparent. The real problem with outsourcing is “fracturing”, the splitting of what should be integrated parts of the organisation.
What symptoms of Plausible Deniability-itis have you witnessed? Is it happening in your business and you haven’t noticed or admitted it yet? Here’s some lessons for those of you who want to avoid accountability and climb the corporate ladder.
So we went from immediate treatment for acute symptoms, to doing nothing unless an ongoing issue became apparent, and only at that point instituting a long-term treatment plan if required. Sometimes after settling the immediate, visible and major symptoms, we need to sit back and see if the situation will evolve and resolve itself rather than trying to exercise a control which we often don’t have.
Feeling jaded? Can’t seem to think through complex issues logically or creatively? Must be time for a break.
A scheme like this would take the current interest in foreign investment in Penang and leverage it into creating the future that the Chief Minister seemed to be aiming for in his speech, creating opportunities for local ownership. The important thing is to change the way of thinking from traditional approaches that don’t work to innovative ways of achieving goals that delight the community.
Drucker made it clear that leaders, managers, academics and researchers in the fields of organisations, management, communication and change need to challenge the very foundations and assumptions of their work. Roddick said “we went looking for employees, but people turned up instead.” The starting points for all organisations are people and values.
Steve Denning’s point was that while the teams he referred to operated far in advance of other areas of the organisation in terms of radical management (and in terms of results), the work to create the foundations had already started, creating the environment for success.
It has been brought to my attention in a few ways recently, that a missing element in what I have been doing is changing myself. In focusing on others, I have missed adapting to the new circumstances I find myself in as I take the next steps of my life.
Imagine if you will – you’ve recently started a new role as General Manager. You’ve spent a few weeks listening to people and identifying success barriers and passion bleeders. You’ve introduced the team to the concept of radical management and started off on the journey to lay the foundations. And in Week 6 of your [...]
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