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Scooped by Deb Nystrom, REVELN
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Why GM’s Mary Barra Got the CEO Job

Why GM’s Mary Barra Got the CEO Job | Change Leadership Watch | Scoop.it

Barra will become GM’s fifth CEO in less than five years. She now has the opportunity to prove that a GM-lifer can indeed force radical and lasting changes at the automaker. If she can push departments to revamp and think progressively, she will surely be labeled as a transformational CEO.

She has experience in every facet of the organization including European operations and successful product launches including the Cadillac ATS, CTS, and Chevrolet’s Stingray and Malibu.

Automotive sales are continuing to rebound and hit levels that we haven’t seen since 2007 but competition is stiff. Product is king and Barra’s latest post proves she has the chops to propel GM forward.


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Deb Nystrom, REVELN's insight:

How will it work out for a new leader?   Time will tell, quickly, if JCPenny is any indication.  A gender-less look at revamping a hide-bound traditional organization could be useful.  GM was the learning lab for the legendary late Peter Drucker.  He knew was was and wasn't working in multi-national corporations back in the day.  ~  D

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Scooped by Deb Nystrom, REVELN
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Intuit's Scott Cook on Failed Global Expansion: 'We Should've Known Better' [VIDEO]

Intuit's Scott Cook on Failed Global Expansion: 'We Should've Known Better' [VIDEO] | Change Leadership Watch | Scoop.it

Intuit founder Scott Cook and what went wrong the first time they rolled out the company's Quicken tax prep software worldwide.


It would see cultural due diligence was the lesson learned here.  

______________________________

   

We can launch,  ....but then the sales slowed way down.  

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Yes, it seems it was a ethnocentric blind spot.  Paraphrased:  ONLY in the US did we studying the customer & give them exactly what they wanted.  We didn't do that overseas.  

    

Excerpted:

   

We'd get meetings of our global teams together…  We could launch, could get the press, we could fill the channel, we'd get initial evidence.

   

But then the sales slowed way down.   

   

Visiting the Japanese:  150 people crammed into the biggest room we had.   Strategy, plan, dream.  He asked for questions.  In Japan, they don't ask questions of the big guy.  Silence.

   

One engineer, finally, cautiously raised his hand:  Why does our product for Japan look just like an American product?  It was built for Americans, not Japanese.   …And he was right.  Ultimately the root cause problem was too hard to overcome.

   

The root cause was baked into our early decision.   …We build them based on what we knew in the U.S.

   

See the full video here.

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