New innovations can seem like they come out of nowhere. How could so many people have missed the solution to the problem for so long? And how in the world did the first person come up with that solution at all? In fact, most people who come up with creative solutions rely on a relatively straightforward method: finding a solution inside the collective memory of the people working on the problem. That is, someone working to solve the problem knows something that will help them find a solution — they just haven’t realized yet that they know it. When doing creative problem solving, the statement of the problem is the cue to memory.
Change is hard. Leading change is even harder. Don’t let culture be an afterthought. Use it!
Though well-intentioned, that’s why over half of major transformation efforts fail. Why? Many reasons can include but aren’t limited to a bad strategy, a weak culture lacking trust and accountability, poor communication, low levels of buy-in, change fatigue and competing priorities. But one area where many company leaders fail regularly is learning how to leverage the company culture to drive change.
It’s the combination of mental, business, and measurement models that enables real transformation. The airline industry is a cautionary tale of what happens when companies emulate new business models without bringing over the associated mental models.
Strength-based practice involves identifying a client’s strengths and building on them to create a reliable foundation for dealing with conflict or reaching future goals. There’s enough proof–and enough anecdotal evidence in my own life–that a strength-based approach works.
Improving customer experience is often a top business priority, but what about employee experience?
Can you run fast and go deep at the same time? Sprints break an otherwise long, complex process into sizable, achievable chunks that can be accomplished at greater speed.
We no longer have the luxury of time to change and must embrace risk as the new normal; we must continuously renew and reinvent ourselves as leaders so that we have the competencies and capacity to enable the evolution of our organizations.
“If you have an organization that can’t change, you will become extinct,” Ossip insists.
Most companies have leaders with the strong operational skills needed to maintain the status quo. Fortunately, companies can build the capacity for strategic leadership.
Plans are drawn up, presented at board meetings and then left to collect dust on desks and shelves. The un-executed strategic plan has become a symbol of expensive, pedantic exercises which cost time and money, but fail to make impact.