Just before our professional association meeting at the company office, we realized that the previous group was still occupying the room. As a representative of both professional association and the company, I found myself encouraging previous group to leave and cleaning the tables. A couple of books were left in the auditorium…
A free book on business reinvention? Absolutely irresistible!
The book has quite interesting approach: a combination of organizational and personal (professional) change in one process, as authors thought that personal and organizational change processes were so similar, that two separate books were not needed.
The most profound statement of the book is the comparison of the degree of change – external and internal for both an organization and an individual.
To be successful, you and your organization must have the ability to reinvent, pivot, and morph faster than the speed of the external environment that you operate within. Possessing the ability to not only survive disruption but also accelerate results during turbulent and challenging times is a skill that must be mastered.
A cute video explains “six deadly blindfolds” and an approach to handle inevitable disruptions.
Do you or your organization have “buoys” in place so that you are rarely surprised when powerful shock-waves begin pounding on your shore? Great organizations and highly adaptive professionals seem to be better at predicting and understanding incoming changes than others.
Elements needed for the reinvention effort to be successful:
- Dissatisfaction (feeling a need for change)
- Focus (well-articulated future state)
- Alignment (available infrastructure, including tools, processes, finances, etc.)
- Execution (comprehensive game plan with clear milestones)
- Cost of Change (reinvention costs: financial, social, physical, mental, etc.)
(D x F x A x E)L > C
A general manager of a major division announced a plan of the division redesign, while the division was still producing better results than other parts of the company. A push-back from the executive team was overcome by the requirement to conduct an environmental scan. 60 days later, humbled executives reported that they were actually #5 in market share, down from #2 and dropping fast. “They discovered new strategies of the competition. And customers gave them an earful. The executive team was now ready for a redesign.”
An interesting (and very relevant quote) from Catherine Fake, a co-founder of Flickr:
So often people are working hard at the wrong thing. Working on the right thing is probably more important than working hard.