Below, are a few BIG questions, for C-level executives that control org. design decisions, budgets, and HR:
|
In order to answer the big questions, executives must first think of the following:
1) Have you been receiving guidance from real professional experts or people that sold you the idea that they are experts?
2) Do you measure what matters or just collect vanity metrics?
3) Did you, personally, invest time in learning or did you fast-track?
4) Did you have a chance to step out of your executive office and come down to the trenches
5) Do you feel that internal terminology and jargon are overwhelming and inconsistent with the rest of the industry ?
6) Did you rely on highly expensive and overrated external advisors that later walked away from the responsibility for failure, with zero liability?
7) Did you consider improving career journeys of your employees, while avoiding false dichotomies
8) Did you marginalize your revenue centers (sponsors) in decision making and gave all control levers to cost centers that spent millions?
9) Did your internal champions “jump the ship”, when they realized that a failure was imminent?
10) Is business resilience, something that you care about?
KEY TAKEAWAY:
|
As Albert Einstein once said: “You cannot solve a problem with the same mind that created it.”
Therefore, if you rely on approaches, methods and, most importantly, people that have created problems in the first place, you will not be able to fix problems. This is why it is so important to be mindful, when selecting people to be your guides and councils. Frequently, people that look most appealing and eye-pleasing are least appropriate. Do not judge the book by its fancy [corporate] cover. Look deeper. Think harder.
|