A Quote by Patrick Lencioni
Too often, companies focus on systems and structures that facilitate cultural change at the mid-management level, overlooking problems closer to the top.
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You can’t mandate [cultural change], can’t engineer it. What you can do is create the conditions for transformation. You can provide incentives. You can define the marketplace realities and goals. But then you have to trust. In fact, in the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
Businesses and other human endeavors are also systems. They, too, are bound by invisible fabrics of interrelated actions, which often take years to fully play out their effects on each other. Since we are part of that lacework ourselves, it's doubly hard to see the whole pattern of change. Instead we tend to focus on snapshots of isolated parts of the system, and wonder why our deepest problems never seem to get resolved.
When faced with world problems - like hunger, overpopulation, nuclear weapons, the arms trade - you may be among those who are overwhelmed by a feeling of "Help! What on earth can I, just one person, do about this?" Take heart. That's a sane response. It's the basis for a whole new attitude to world problems, where change at the level of the individual is more and more recognised as essential to change in huge world systems.
In evaluating potential vendors, accurately estimating total cost of ownership is critical. Yet, this is often an area where companies don't put the right amount of effort. This tool can help those looking at Warehouse Management Systems get their arms around this key issue.
In almost any change there is 20 - 60 - 20. 20% are doing the change and we need to stay out of their way. 20% will never get there (a large percent still go into banks to see tellers vs. ATMs). 60% are in the middle. I think you will always find some companies where the head of HR is not a member of senior management team (bottom 20% and some companies where she or he has always been (top 20%).
Companies are transcending power now. We are becoming the eminent vehicles for change and influence, and capital structures that matter. If companies shut down, the stock market would collapse.
One of the big failures for the big auto companies is that even the CEO and the top management often don't understand design and manufacturing. As a CEO, you have to make decisions; you need to have knowledge.
Most people define learning too narrowly as mere 'problem-solving', so they focus on identifying and correcting errors in the external environment. Solving problems is important. But if learning is to persist, managers and employees must also look inward. The need to reflect critically on their own behaviour, identify the ways they often inadvertently contribute to the organisation’s problems, and then change how they act.
Client companies and advertising agencies are old-world-order places. The systems and processes and structures come from a time when you shot the TV commercial, then you did the print ads, then you did everything else - including the website. Everything has changed, but the systems haven't.
With climate change and health crises rightfully receiving international attention, the time has come to focus on hunger as a top priority. WHO regards hunger and malnutrition as the gravest threat to public health, and climate change threatens to further destabilise already fragile food-production systems.
Systems don't change easily. Systems try to maintain themselves, and seek equilibrium. To change a system, you need to shake it up, disrupt the equilibrium. That often requires conflict.
I'm not saying that you need a State Department that looks like the litigation department of a major law firm. But you need people who are not afraid to make the case for the United States, who are not afraid to stand their ground, not afraid to be isolated in international organizations when that's the correct approach for our diplomacy. This is a cultural change that has to be effected through incentive systems, promotion systems, career training systems. This is not something that you can do with the stroke of a magic wand, it's going to take years to make this change.
We are losing our living systems, social systems, cultural systems, governing systems, stability, and our constitutional health, and we're surrendering it all at the same time.
Few scientists acquainted with the chemistry of biological systems at the molecular level can avoid being inspired. Evolution has produced chemical compounds exquisitely organized to accomplish the most complicated and delicate of tasks. Many organic chemists viewing crystal structures of enzyme systems or nucleic acids and knowing the marvels of specificity of the immune systems must dream of designing and synthesizing simpler organic compounds that imitate working features of these naturally occurring compounds.
Collective management will build companies - not top-down decision-making.
During my work there I came across some very significant issues that I started reporting in December of 2001 to the mid-level management within the FBI.
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