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Leadership is changing. Are you?

Leadership is changing. Are you? | transition management | Scoop.it

"Inspire and engage. Adapt and change. Embody authenticity."

Jim Gregory's insight:

Old-school managers are missing the point when they complain about younger workers' work ethic, or their resistance to "paying dues." The fact is, this generation is raising the bar. They are teaching us a lesson about the character of a great leader.

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Who Will Clean Up the Train Wreck of Omnicom & Publicis? Their Competition.

Who Will Clean Up the Train Wreck of Omnicom & Publicis? Their Competition. | transition management | Scoop.it
Clashing personalities, disagreements over how the companies would be integrated and complications over legal and tax issues have derailed the deal between Omnicom and Publicis.
Jim Gregory's insight:

The waters ahead of these two giants are uncharted: each company has to figure out how to transition back to what it was and what it stood for, before the upheaval of this ego-fouled merger. 


A bonus sideshow comes in who will take the heir-apparent spot at Publicis. Maurice's clock is ticking. Again.


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APA: “This lack of trust should serve as a wake-up call for employers”

APA: “This lack of trust should serve as a wake-up call for employers” | transition management | Scoop.it
They don't feel involved in or recognized by their company.
Jim Gregory's insight:

"Employee Distrust is Pervasive in U.S. Workforce" is the headline from a new study by the American Psychological Association.


Distrust among workers is growing for two reasons: 1) management is perceived as less than honest and truthful; 2) management fails to engage employees in decision-making.


The distrust drivers are even more pronounced among millennials, the junior and middle managers to whom management is supposedly modeling leadership behavior.


To managers in these bad-actor companies, we offer a straightforward case...


Per the APA study, "Workers reported having more trust in their company when the organization recognizes employees for their contributions, provides opportunities for involvement and communicates effectively."


Per the related HBR story on this page ("To Create Change...), top-down-driven change simply does not work. To effect real change within the organization, you must engage middle managers -- where change actually happens.


Seems pretty simple.

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Three Elements of Successful Change Management

Three Elements of Successful Change Management | transition management | Scoop.it
General Management - Change is part of successful companies' improvement process... but it doesn't always go quickly and smoothly. To make sure your company manages change well, factor in these three elements.
Jim Gregory's insight:

We believe that today’s shifting, information-enabled markets demand that growth-driven organizations be adaptive and nimble. We believe all functions within any organization, no matter the size, must plan on short horizons and constantly strive to see around the next corner. Change – or as we prefer, adaptability – must be woven into the fiber of the enterprise.


So we think it's imperative that managers see and hear all perspectives on change.


Ms. Patterson identifies her client’s challenge quite well; her magic pill analogy is insightful. Many companies start down a path to change with no vision, no sense of where they are headed and what to pack on the journey. However, Ms. Patterson’s process-driven approach is the one-hit wonder version. It is top-down, point-A-to-point-B change. In her 1990s episode, change makes a cameo appearance -- after which the play resumes where it left off.

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Is your company ready for agile marketing?

Is your company ready for agile marketing? | transition management | Scoop.it
...marketing is such a rapidly evolving discipline that those who can’t adapt will be left behind. Vision, translated into adaptability, is the currency that brands now desire above all others.
Jim Gregory's insight:

Agile provides the platform to adapt and transition according to the opportunity at hand. Marketing organizations in dynamic environments are excellent candidates for this method.

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4 Imperatives for CMO-CIO Collaboration: Lessons From the Fox and the Hedgehog

4 Imperatives for CMO-CIO Collaboration: Lessons From the Fox and the Hedgehog | transition management | Scoop.it

IT must turn Marketing's data into something more valuable and measurable for the enterprise. At the same time, in this age of the customer, Marketing is directing more technology.

Jim Gregory's insight:

Wilson Raj (SAS Customer Intelligence whiz) nails it: "The key is to eradicate obsolete misconceptions that Marketing and IT have about each other." Once these groups truly understand how and where they are missing the organizational imperatives, they can begin the transition to a more unified front.


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4 Ways the Best Sales Teams Beat the Market

4 Ways the Best Sales Teams Beat the Market | transition management | Scoop.it
Including lower sales costs and more administrative support.
Jim Gregory's insight:

Sales leaders, this study shows how high-performing sales operations have adapted in complex, multi-channel markets. And you might be pleasantly surprised to see HBR endorsing a robust sales support function. 

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To Create Change, Leadership Is More Important Than Authority

To Create Change, Leadership Is More Important Than Authority | transition management | Scoop.it
And you can't rely on the facts to make your case, either.
Jim Gregory's insight:

We agree with Mr. Satell that corporate cultures tend to over-promote the concept of authority as a driver of influence. 

 

The key in driving organizational change is to develop smaller, "local" majorities, whose influence will cascade across the organization. This indeed requires support, and sometimes orchestration, from top management. And it can indeed be painstaking. But those smaller spheres of influence will cultivate real change across the middle of the organization -- where it matters. 

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