Our recent articles have explored the topic of innovative leadership and its effect on an organization.  While good leaders who initiate structure and show consideration are typically successful, innovative leaders can take organizations to new heights. 

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In last week’s article, How to Embrace Change, we discussed our history of innovation.  We also touched on how natural it is to fear change, which can be a typical result of innovation.  Change brings the unknown; uncertainty breeds anxiety.  Most people and organizations will

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Question of the month: How are your vision and strategy related?

With the arrival of the new year, our articles covered strategy and vision. Successful leaders are adept at weaving strategy into their business. You do this by using your vision, your end-to-end process design and the action steps required to make it all happen.

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Part 4 of a four-Part Series

Last week we discussed the organizational structure (span of control and product-flow alignment) that leads to the foundation required for successful process improvement programs. This week we are going to look at

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Business process improvement initiatives require a change strategy.  You want to — you need to — get change going within your organization, and quickly.  The question is, “How do you get started?”

First: Create a Change Baseline

Your own assumptions about what motivates people will determine the success or failure of your change program. If your assumptions are incorrect, you may miss a valuable opportunity, that of gaining stakeholder ownership of the change process.  “Why is this?”, you ask.  

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