Here's my response.
Culture & Transformation -Thought Starters
“I came to see, in my time at IBM, that culture isn't just one aspect of the game – it is the game.” L. Gerstner, former CEO, IBM
What experts and consultants don’t talk about when meeting a CEO.
- · Today, there is no organization that has the time necessary to achieve the cultural changes they seek
- · If it is true that “all politics is local”, then it is also true, that all significant business transformation is local and then networked
- · Transformation on an enterprise level is dependent on identifying inhibitors to knowledge sharing, revealing the communication blocks and making work visible
- Visibility = Accountability in effective silo busting activities
- · It is possible to measure trust. Trust in people and trust in systems.
- · Collaborative behaviors speed transformation across traditional boundaries
- · The Change Management element is to put the executive into the mix. Not outside the mix, reviewing and providing approval
- · Culture is a living entity. It is both powerful and fragile. Think of the Petri dish. Culture can be inhibited and even destroyed. Or, it can grow as it is supposed to.
- · Changing the lens to view culture as continuous development professionally, and personally, is the power to transform the enterprise
- · Web 2.0 provides us with the ability to organize critical conversations. It also changes fundamental roles and responsibilities. Stories help identify workplace realities.
- · Alignment of key roles and responsibilities from the communities’ perspective is an imperative in today’s networked environment
- · Time is on your side when a continuous improvement approach is enabled
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