Synopsis of an article in HBR by Michael Beer, Published 22nd June 2020 Michael explains that most organisations today are dealing with massive strategic challenges that require a redefinition of purpose, identity, strategy, business model and even structure. Many if not most of these will fail and not because the strategy if flawed but rather the organisation does not have the ability to execute. He explains that he has seen six common interrelated reason for failures, referred to as ‘hidden barriers’ which make organisations ineffective. Hidden barrier #1: Unclear values and conflicting priorities Often, the underlying problem is not this or that strategy, but rather the process by which the strategy was formed — or the lack of any such process. In these cases, strategy is often developed by the leader along with the chief strategy or marketing executive and only then communicated to the rest of the senior teamContinue Reading

Synopsis of an article from HBR, by Robert H. Schaffer, Published 26th October 2017 This article provides an important context for management, that in effect to seperate out change from day to day management is actually removing the central aspect of the role. Rather than making change a specialty role, it is central to the accountability of the leader. He suggests there are ways to empower leaders and staff with tools to focus on continuous change and continuous improvement. Schaffer states “The job of management always involves defining what changes need to be made and seeing that those changes take place. Even when the overall aim is stability, often there are still change goals: to reduce variability, cut costs, reduce the time required, or reduce turnover, for example. Once every job in a company is defined in terms of the changes to be made (both large and small), constant improvementContinue Reading