Interesting — I would argue that creating chaos for its own sake isn't the solution. However, if there's a clear plan and vision, then yes, shaking up the old culture is necessary. This will inevitably upset some people, but it's part of the process. That said, some people may just create distractions to avoid accountability and maintain power.
My point was to convey to the reader that you can't build something new without breaking the old. Our tendency is to keep adding without subtracting, but that's not how it works. Thank you for your comment!
You story brought fond memories as I worked with this inspiring CEO (Lou Gerstner) during my tenure in IBM. Under his leadership we transitioned the company from a poor to a thriving state. Thank you for using his transformative leadership as an example.
It would only seem logical, that you can’t revive things/products/ideas/companies endlessly. You can’t patch them over and over and expect they will boost your growth. But still, when a decision must be made to sunset, discontinue, pivot so many managers shy away.
Just like a forest is getting darker and wilder when the trees grow old and fall, the same happens to a company that doesn’t allow any destruction and avoid needed changes.
FELICES Y GRACIAS
Muchas gracias!
Interesting — I would argue that creating chaos for its own sake isn't the solution. However, if there's a clear plan and vision, then yes, shaking up the old culture is necessary. This will inevitably upset some people, but it's part of the process. That said, some people may just create distractions to avoid accountability and maintain power.
My point was to convey to the reader that you can't build something new without breaking the old. Our tendency is to keep adding without subtracting, but that's not how it works. Thank you for your comment!
That is def true and some will be happy with that and some not so much.
You story brought fond memories as I worked with this inspiring CEO (Lou Gerstner) during my tenure in IBM. Under his leadership we transitioned the company from a poor to a thriving state. Thank you for using his transformative leadership as an example.
Many thanks! I studied IBM's case in the business school, and it inspired me to change my company's business model.
It would only seem logical, that you can’t revive things/products/ideas/companies endlessly. You can’t patch them over and over and expect they will boost your growth. But still, when a decision must be made to sunset, discontinue, pivot so many managers shy away.
Just like a forest is getting darker and wilder when the trees grow old and fall, the same happens to a company that doesn’t allow any destruction and avoid needed changes.
Adding, not subtracting, is a cognitive bias and we are all susceptible to it.
FELICES Y GRACIAS
Great perspective. You often have to let go to grow.
Often, of even always.