Archives For Change Management

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Building and maintaining a strong, resilient organizational culture is one of the few phenomena that is truly all inclusive. Creating a successful company ethos depends on the positive collision of the right people (at all levels) and the right context. But what does it actually take to create a sustainable, remarkable company culture? The answer is complex, so over the next two weeks, we will look at culture first from a larger organizational perspective… and then again at ground level.

“It’s complicated” … A common response to developing organizational culture.

The lack of a clear, simple response as to how to build and sustain organizational culture is the reason most companies don’t have a great culture. All leaders theoretically want a great culture… and believe, if they repeat it enough, it will magically happen. However, wanting an amazing corporate culture and being willing (and committed) to creating one are two vastly different things.

Why? It’s just not obvious how to create a great organizational culture. After helping many clients through this exact same challenge, we know that there are some critical components in developing and maintaining an exceptional company culture.

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GLABB – a term that defines who I am professionally to a large extent. If you have followed my posts on this topic so far, you know where I stand on the term Global… as well as Leadership.  Today, let’s talk about what it means to work Across Boundaries…. because the reality is that it can mean many things to many people.

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In my world, working across boundaries is about lateral thinking… really comprehending that you are a single piece of a much larger puzzle and that your piece has a significant impact on the larger whole. It also means having the capacity to move across those boundaries to absorb knowledge from one context or discipline and apply it back into your area of expertise to create a free-flow of information – increasing your knowledge and the potential to “create a better mousetrap”. Think Leonardo DaVinci:

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As a leader in a global environment, it is essential for you to set the example and create communities where people unite around a common purpose and values.  Working collaboratively to accomplish a shared vision that makes a powerful and positive impact on the global business is absolutely vital to your success!

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Can true collaboration occur in cross-cultural and virtual environments? Absolutely, IF you, as a leader, are intentional about building collaborative environments, modeling collaborative leadership practices, and creating opportunities to bring people together for both organizational and personal benefit.

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As we look forward, it is helpful to also look back and gain perspective. Today’s supply chain is even more global than two years ago… It is more aligned and proactive than it was five years ago. We are making progress, but there are still critical challenges to address.  It is still not working well… experience tells me we can do better.

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Typically, even though organizations may be consolidating for cost management and scalability purposes, the walls of the individual functions, channels and regions have become even thicker. As a direct result, it is harder for you, as a leader, to build end-to-end supply chain functionality in an ever-changing global marketplace. It has become increasingly difficult for you to gain agreement on specific, customer focused initiatives or broader organizational change.

This is not a technology, process or policy problem – it is a people problem:

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Today, quality in products and services is a given. Customers are increasingly aware of their choices, and as a result quality has become assumed if an organization seeks to survive. Quality performance has peaked globally, resulting in the face of quality shifting from the front-line employee to the corporate leader.

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As quality continues to evolve, the question becomes, “how do we shift the ‘definition’ of quality to reflect quality leadership?” If we refer to Deming’s quality methods, there are some clear indicators as to how we can connect quality principles to leadership principles. Deming’s Quality System is based on what he called “Profound Knowledge” – calling out four interrelated and inseparable aspects of quality that act as a critical foundation: Continue Reading…

Over the past several weeks, I have communicated to you what I believe are some of the most challenging aspects of leadership today.  These are the facets of business, that because we do not do them well, we repeatedly see decreased motivation and loyalty, less than competent leaders and, ultimately, poor business results.  I began to think seriously about these challenges long ago – perhaps fifteen years ago!  For twenty years, I was a leader in global business and now, two decades later, I am still hearing of the exact same challenges from my clients as an Executive Coach, International Speaker and Author. Do you think we have a problem?

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 Over the past several weeks, I have communicated to you what I believe are some of the most challenging aspects of leadership today.  These are the facets of business, that because we do not do them well, we repeatedly see decreased motivation and loyalty, less than competent leaders and, ultimately, poor business results.  I began to think seriously about these challenges long ago – perhaps fifteen years ago!  For twenty years, I was a leader in global business and now, two decades later, I am still hearing of the exact same challenges from my clients as an Executive Coach, International Speaker and Author. Do you think we have a problem?

Continue Reading…