Tech Topics - Winter 2008 - (Page 52)

REAL WORLD Change From page 51 she learned from the experience, she replied, ‘The importance of culture. It can’t be underestimated.’” Herold told the largely student audience that corporate executives cannot be expected to succeed at every effort. “What I now tell executives all the time is: ‘Think of it as a batting average. If you think you’re going to bat a thousand, you’re nuts,’” Herold said. “But how many companies today would tolerate an employee who gets it right three out of 10 times? That’s not a very good track record. The question is: Why are so many of our companies batting .100 or .125 and what can we do to improve their batting average?” In a chapter titled “Putting the Pieces Together,” Herold and Fedor wrote: “The suitability of a change is a function of many factors. When outsiders walk in with a heightened sense of ‘certainty’ because something worked for them before, they ought to tread carefully. New settings create uncertainty, and ideas need to be tested in ways they may not have had to be in other settings.” Herold used ousted Home Depot CEO Bob Nardelli as a case study during “New settings create uncertainty, and ideas need to be tested in ways they may not have had to be in other settings.” “These people were married to the company. They were bleeding orange is what we were told. If you go up to somebody who’s bleeding orange and say, ‘Orange is no good, blue is better,’ those people are going to fight you tooth and nail,” Herold said. He told students they will be forced to deal with change throughout their careers. “You are going to run into this on your first job and every job thereafter. Somebody’s going to have a great idea about what you ought to do differently,” he said. “Promotion criteria in the next 10 to 15 years are going to include your ability to manage change. The leader who shows him or herself able … and savvy about how to do it is going to be worth their weight in gold.” his IMPACT presentation. “If you look at it from a strategic point of view, he was more right than wrong” about the need for system tightening, centralization and accountability, Herold said. “He wasn’t able to lead that change. He … attacked a culture that was very strong and proud.” Herold called The Home Depot case “a classic example of very good change ideas getting totally torpedoed because the leader didn’t think through” his role and his credibility. The Perfect Gift for the Ultimate Fan Introducing the Official 2008 Centennial Anniversary Holiday Ornament of the Georgia Tech Alumni Association Pricing $17.95 + 3.00 S/H. Georgia residents add 8% sales tax Missed out on the 2006 and 2007 ornaments? Get these today as part of our special collector’s edition series, featuring the 2006, 2007 and 2008 Georiga Tech Holiday Ornaments. Order while supplies last. Pricing: $34.95 plus $6 S/H. Georgia residents add 8% sales tax (limited quantity available)

Table of Contents Feed for the Digital Edition of Tech Topics - Winter 2008

Tech Topics - Winter 2008 Contents Letters Buzz Around Town Alumni House Rockin’ Good Time State of the Institute The Hill Presidential Search Going Airborne Student Life An Architect’s Eyes Weight Coach Robot Burdell & Friends Ramblin’ Roll Rural Readers Leading Ladies Yellow Jackets Beyond His Years Leading Change Real World

Tech Topics - Winter 2008

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