DELIVERING BUSINESS CHANGE IN A NEW WORLD Henley Business School April 2012.<\/p>\n
Since 2008 – What is the challenge & what is needs changing to cope? The following extracts have been quoted from the report.<\/p>\n
1. Judgement \u2013 to manage paradox we have to work
\nout what to do when nobody is telling us what to
\ndo. Having a more system-thinking perspective
\nto drive our context. We need to make decisions
\nwhen we do not have all the data we would like to
\nhave, trade off conflicting needs and do it as close
\nto source as possible.
\n2. Tolerance of ambiguity \u2013 we need to be
\ncomfortable working with shades of grey and an
\nabsence of certainty, to engage with macro data
\nand to act when needed, not when convenient.
\n3. Flexibility \u2013 we need to balance governance with
\nnecessary uniqueness, consider exceptions in a
\nmore directional way and understand and resolve
\nconflicting points of view from the standpoint of
\nthe business rather than our own role.
\n4. Pragmatic commercialism \u2013 being less
\nperfectionistic, always using an impact-versuseffort mindset, managing risk where risk needs
\nto be managed most, and being comfortable that
\nachieving and evidencing a reasonable result
\nquickly may be better than driving for a perfect
\nresult that never happens.
\nThese capabilities are often in short supply and hard to
\nfind quickly, and that we can find it hard to react to
\nsome of the challenges outlined above. Even the use
\nof external contingent leadership cannot always deal
\nwith the internal adaptation required.<\/p>\n
<\/p>\n
Icebreaker comment; the underlying issue here is creating a proactive thinking culture. Most corporates over the years have tended to drum this thinking out of their employees, leaving people to wait to be told what to do, with the resulting lack of motivation, through diminished learning, interpersonal relationships along with the direction they need to operate at their best. This people side is exactly why icebreaker run our professional development program based on developing executive coaching skills in an interim change \/ turnaround scenario as these skills are not available off the shelf naturally or inherent in an executive interim either.<\/p>\n","protected":false},"excerpt":{"rendered":"
DELIVERING BUSINESS CHANGE IN A NEW WORLD Henley Business School […]<\/p>\n","protected":false},"author":5,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[15,16,1],"tags":[],"class_list":["post-626","post","type-post","status-publish","format-standard","hentry","category-management-development","category-news-2","category-uncategorized"],"yoast_head":"\n