Assignment Task
Question:
Way back in the 1980’s, senior executives in large companies had a simple goal for themselves and their organizations: stability.Shareholders wanted little more than predictable earnings growth. Because so many markets were either closed or undeveloped, leaders could deliver on those expectations through annual exercises that offered only modest modifications to the strategic plan. Prices stayed in check; people stayed in their jobs; life was good. Market transparency, labor mobility, global capital flows, and instantaneous communications have blown that comfortable scenario. In most industries and in almost all companies, from giants on down, heightened global competition has concentrated management’s collective mind on something that, in the past, it happily avoided: change. Successful companies, as Harvard Business School professor Rosabeth Moss Kanter said in 1999, develop”a culture that just keeps moving all the time.”Many senior executives know this and worry about it. When asked what keeps them up at night, CEOs involved in transformation often say they are concerned about how the work force will react, how they can get their team to work together, and how they will be able to lead their people. They also worry about retaining their company’s unique values and sense of identity and about creating a culture of commitment and performance. Leadership teams that fail to plan for the human side of change often find themselves wondering why their best-laid plans have gone awry.
Required: Provide technical advice on the best way these CEO’s can deal with this nightmare.
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