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Inledningen av en artikel hämtad från Harvard Business Review av Ron Ashkenas Partner i Robert H. Schaffer & Associates a Stamford, Connecticut.
When management changes were announced at General Motors earlier this month, most people focused on the firing of CEO Fritz Henderson and his replacement by Chairman Ed Whitacre. The more significant moves, however, were those that took place afterwards when Whitacre promoted a number of younger managers (including two women) to key positions. Taken together, these shifts (with more to come) sent a strong message to everyone in GM that it was time for fundamentally new perspectives and faster decisions.
But why did it take a virtual purge for GM’s executives to realize that it was time for change? Wasn’t bankruptcy, a federal bailout, a near-death experience, and international embarrassment enough of a wake up call? Didn’t former CEO Henderson and his team understand the urgency for turning around GM?
En mycket intressant artikel om hur man bygger upp effektiva organisationer för att skapa tillväxt speciellt inom kunskapföretag.
In today’s knowledge age organisational leaders need to reach beyond the ‘management toolbox’ and leadership mindset of the industrial age. In doing so they may realize that complex adaptive systems, such as social networks, can be influenced but not managed very effectively. In essence, the key to success in today’s rapidly changing global environment is to grasp the fact that there is a duality to organisational effectiveness. Thus, enterprises that will continue to stay on the controlled-access continuum may not prosper as well as those that jump on board the shared-access continuum. Inherently, leaders should learn how to ‘unmanage’ more and place less and less emphasis on traditional management founded on control, compliance and even fear.
Dr. Charles (“Kalev”) Ehin is an Emeritus Professor of Management at Westminster College in Salt Lake City, USA and a recognized management and innovation dynamics authority.
Länk till artikeln: http://www.knowledgeboard.com/item/3056