Even senior managers are confused on how to make their numbers, their financial targets, because of marketplace changes, customer concerns, and organizational transformations. Traditionally, senior management, at the vice presidential or business unit level, would operate autonomously but now must collaborate and operate as part of a team. Brand U CEOs have discovered that the …
Jesus is great for business? What a counterintuitive idea? Many people are saying the life and teachings of Jesus are filled with wisdom and applicable to the business world. Brand U management principles found in Jesus’ life include: Choose your own associates Pull out all stops to fill a key spot Teach Praise publicly those …
Some say Brand U leadership is more transcendental than situational. The argument goes something like this. When change is constant, customers must be pleased and organizational transformations become common place. Charismatic and value based leadership can inspire people to accept change, consistently operate above expectations and to push the boundaries of past performance. We’re finding …
Women are entering senior management in unprecedented numbers not through affirmative action but through excelling at Brand U work. A common myth about women executives was they excelled chiefly as nurturers and team players, while male executives excelled because they were proficient at problem solving and other logic based activities. Whoa…! This myth is being …
I am now a coach, not an executive. When people ask me for a decision, I pick up a mirror and hold it up for them to look into, and tell them: Look to yourselves and look to the team, don’t look at me Mort Meyerson, President, Perot Systems
Every company’s goal is to encourage Brand U’s to ‘wow’ external customers. Suppliers are encouraged to work closely with manufacturers. Instead of looking to Marketing or Sales as the focus of all customer activities and opportunities, there are now multiple points of customer contact and support. In one company, production people communicate directly with customers …
There have been lots of mergers in the last year in telecommunications, auto, banking, and healthcare industries. What are the signals for a merger or rapid change? Well there is the ‘top three’ rule. In competitive, mature markets, the rule says there is room for only three major players along with several niche players.” Some …
Forward leaning companies believe in ‘creative destruction.’ Peter Drucker, the dean of management gurus, calls it ‘organized abandonment.’ It’s a tough process. “The change leader puts every product, every service, every process, every market, every distribution channel, every customer and every end use on trial for its life,” says Drucker. [i] If we agree that …
Changing competitive environment Deregulation Low internal and external customer satisfaction Low profit margins Poor quality, cost, or product development performance Slow or very fast company growth Mergers, acquisitions, reengineering, or other organizational transformations New external management Resistance to change No top level management commitment Inflexible organization Strong departmental silos Poor intra and inter organization communications …
Brand U’s working in organizations have to anticipate and manage change around them. So, the first question is when do organizations change? Traditional, senior managers believe that change happens when the status quo becomes more painful than making the change. If a company is truly at a crossroads, in a high-risk situation, and with multiple …
When The Fear of The Status Quo Becomes Too Painful: Change Happens Read More »