THE CASE FOR LEADERSHIP STRATEGIES FOR CULTURE CHANGE!

make the case that it is leadership, as a purposeful collection of like-minded people, that can demonstrate and participate in the new ways of doing and being that evolves the culture and enables different business outcomes.Businesses are no more likely to achieve business goals without a strategic business process than are organisations likely to achieve new cultural capabilities without a strategic leadership process. When combined, the business strategy and leadership strategy can work simultaneously to develop new core capabilities necessary for the organisation’s future. We

It is leadership that envisions future direction, aligns resources, and motivates the commitment of people toward this common purpose. A Leadership Strategy can guide that critical process of the organization’s development through connecting leadership toward a common cause of building the few, new capabilities within the heart of the organisation – its culture.

Adapting to change suggests that organisations need attend to new core capabilities. The shift from a product-led to a services-led required that the culture of this once lumbering behemoth become a team-based, customer-focused, agile company. We are calling this combination of Leadership Strategy and Culture Change, Change Leadership, and it is the corollary to Change Management.

The Role of Core Capability in Facing Critical Challenges.

A core capability provides coherence – a clear and specific, simple, unifying idea that guides all other choices. Such organisational capabilities are required to make successful advancement toward new markets, products and competitors. This core focus is not just helpful; it is necessary in the dilemma of isolating what to change when facing complex challenges.

The human systems in organisation develop capabilities through a process of translation and conversion through leadership, followed by an evolution and, ultimately, transformation to the new direction, alignment and commitment of the organisation.

This transformation occurs in one person at a time through leadership, but can be accelerated through joint experiences. This is not about rah-rah motivational events, golf tournaments, and company picnics; nor is it about email trails on the new change program. Leadership Strategies are as thoughtful, serious and top-of-mind as the business strategies that they translate, demonstrate and participate in, and, in a very real way, drive.

In varying combinations, these organisational challenges require a measure of organisational agility in order to respond to shifting and emergent business strategies required by markets. As those business strategies shift, new organisational capabilities are required to implement operational strategies.

In our practice of developing Leadership Strategies we have found that readiness to engage in the process of connecting leadership is the cine qua non’ of success.