Change Leadership Watch
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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.


Related posts & tools by Deb:



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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Achieving a Sustainable, Virtuous Cycle of Strategic Change & Transformation in High Performance Businesses

Achieving a Sustainable, Virtuous Cycle of Strategic Change & Transformation in High Performance Businesses | Change Leadership Watch | Scoop.it
Few companies decide to adopt new strategies without being forced to by financial trauma. What can we learn from those rare companies that achieve both successful major change and superior long-term financial performance?


Excerpted research includes:


Cadbury Schweppes, Tesco and Smith & Nephew all displayed the rare combination of making strategic transformations and, at the same time, achieving strong performance year after year for 20 years relative to industry peers around the world.


FINDINGS

  • Successful transformers build alternative coalitions internally.
  • They create a tradition of constructively challenging the status quo.
  • They exploit “happy accidents” to make needed strategic changes.
Sloan's goal was to draw insights from the small subset of high performers that successfully transformed themselves. Among other things, they wanted to understand the role of history — for example, which management processes and capabilities do companies need to develop over time.
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Together, these advantages helped them establish the virtuous cycle of strategic transformation that their counterparts could not. (See “A Virtuous Cycle for Strategic Transformation.”)
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Source:  Achieving Successful Strategic Transformation
By Gerry Johnson, George S. Yip and Manuel Hensmans
Photo Credit:  MIT Sloan Management Review, March 20, 2012
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Great Expectations for Transformational Leadership: Context Anyone? | TimelessTime Blog

Great Expectations for Transformational Leadership: Context Anyone? | TimelessTime Blog | Change Leadership Watch | Scoop.it
Across small and medium sized firms (SMEs) deemed to be failing or simply not performing to stakeholder expectations, there is a tendency for boards to parachute leaders into the CEO post and expect transformational leadership.

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Leaders in this case are selected for their heroism, charisma and drive; are put to task, given objectives, often demanding instant results.


HOWEVER:


  • Is it right to seek transformational leadership? 
  • Does transformational leadership always deliver? 
  • If not transformational, what leadership approach might be more appropriate to turn around failure?
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To Supercharge Growth, Start By Tearing Down Silos, Case: IRIS International

To Supercharge Growth, Start By Tearing Down Silos, Case:  IRIS International | Change Leadership Watch | Scoop.it

"How IRIS International treated its toxic company culture to achieve dramatic growth."

Learn How IRIS International became a company that is setting the bar in innovation, collaboration, and growth.

Excerpts:

When César García came to IRIS International 10 years ago, the company was on the ropes. The manufacturer of medical diagnostic products had a stale product line, flat revenues, and mounting debt.

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Annual revenue [lept] from $28 million in 2002 to $118 million last year.

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García welcomed the challenge of a turnaround and in 2003, he became president and CEO of IRIS (International Remote Imaging Systems). He brought in a new management team. Secured debt refinancing. Pushed hard for new product development.

But García quickly concluded that the real problem was IRIS’s toxic company culture. It was a culture that kept its employees locked in silos and prevented the organization from seizing external opportunities.

The transformation at IRIS under García’s leadership has been extraordinary. The company has launched 15 new products in the last 10 years. Annual revenue has leaped from $28 million in 2002 to $118 million last year, with $129 million projected for 2012. 

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Top Reasons Cultural Transformations Fail, Leadership Behaviors & Supporting New Structure

Top Reasons Cultural Transformations Fail, Leadership Behaviors & Supporting New Structure | Change Leadership Watch | Scoop.it

"Managers’ leadership behaviors & operational decisions get to the root of the problem with failing change efforts including cultural transformations."


“…studies show that upper management is only aware of about 4% of all the problems...”


From a post today by Graham Garrison:

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  • “…studies show that upper management is only aware of about 4% of all the problems in the workplace while those on the bottom rung are aware of 100%.

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  • “A huge factor is engaging managers and frontline workers before changes are implemented. The frontlines know what is working and what isn’t; get their perspective and making them a part of the change.”

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In change, it's getting both the leadership & management behaviors & actions to aligned realization, reference Daryl Conner (Managing at the Speed of Change) and his Commitment Curve.  Garrision highlights:

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  • Our experience is BOTH leadership and management are needed. 
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  • Focusing on the “soft” side of culture, such as purposeful connections to the heart, an energizing vision, engaging through core values, or strengthening leadership behaviors are vital. 

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  • [They must be] backed up by realigning operational processes and shifting key support systems 

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  • Otherwise you'll end up with "highly motivated people who come to feel manipulated and powerless against 'the bureaucracy.'"
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It is in the tactical and operational structures of IT, metrics/measurement, org structure and HR  (compensation, what gets people hired, fired, and promoted) where leadership & manager values become "rhetoric or reality," says Garrison.

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Why Traditional Business Transformation Doesn't Work: Co-Creative Transformation | Innovation Playground

Why Traditional Business Transformation Doesn't Work: Co-Creative Transformation  | Innovation Playground | Change Leadership Watch | Scoop.it

Over 60% of companies out there are operating on a dated buisness model and 20% operating with a mental model that had expired for more than 5 years ago.


Business transformation traditionally takes the form of unfreezing to refreezing and briding the gaps in capabilities, mindset and performance.  This classic change model was ok for the olden days; it's too rigid to work now (unless we classify it as a slushie!)


The transformation model featured in this blog post by Idris Mootee has a strong future orientation, uses design thinking principles, and features a tangible, collaborative co-creation process.


A high-level view is captured by the following formula: Successful Brand-Driven Business Transformation = P+N+C+M+I+F


P = Develop a perspective of the future(s) informed by strategic foresights (both customer and technology contexts) and deep organizational insights;


N = Develop a co-created brand narrative that inspired people re: possibilities and purpose at the core of the story;


C = Develop a compelling case for the need for change developed and shared by all executives, investors, employees and B2B business partners;


M = Map - Develop a practical means to tie innovation (roadmap) and projects to the desired future(s);


I = Design an incentive systems that are aligned to identify and encourage appropriate behaviors compatible with the desired future;


F = Develop feedback mechanism for each stage of the process to monitor progress and provide input for continuous improvement.

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