People & Strategy Spring 2017 Vol. 40 Issue 2 - 50

FIGURE 1

ASSESS

* Strategy Review
* Executive and Board
Member 1:1 Interviews
* Employee Focus Groups
* Organizational Data
Review

ANALYZE &
SYNTHESIZE
* Key Themes
* Strengths, Opportunities,
Gaps, and Stallers
* Leadership and Talent
Insights
* Assessment Against
7 Key Areas

Specifically, they need to flatten their organizational
structure, push down decision-making authority, build the
leadership pipeline, improve their capability to assimilate
external leaders and better align the executive team around
how they spend their time together. Taken individually,
these actions are not revolutionary; however, they all share
interdependencies with one another so that when tackled
together, their collective impact is transformative. This is not
an organization transformation but more of a realignment
or adaptation. The overall organization diagnostic process is
outlined in Figure 1 above.

Role of the Leader

Redefining transformation places new demands on CEOs
and CHROs. Traditional change leadership models require
communicating an end-state, creating urgency, focusing on
logical steps and initiatives, engaging employees, and recognizing successes. These components are very important
to leading change transformation in a predictable environment or driving a change initiative. However, viewing
transformation as more evolutionary, adaptive, and focused
on advancing an organization reveals different actions that
must be taken by an organization's leaders.
Leaders must adopt and role model the following:
* Champion evolution over revolution. There is no benefit from deprecating the past and focusing on the destination of a single definitive future. Vision statements
have a role, but leaders need to spend more time on how
the organization must evolve not transform. Focus on
the pivots. Evolving builds on past success and adaptations and thriving amidst unknown challenges. We
doubt Darwin would have been renowned for a 'theory
of transformation'. Jeff Bezos is a great example of how
a leader can evolve a successful business model from
selling books over the internet to an online commerce
leader for virtually anything. Bezos often talks about
he constantly evolved his company (and himself) since
founding Amazon many years ago, despite being wildly
successful.
* Challenge the organization to rethink assumptions and
paradigms. Naturally, highly successful organizations
are proud and confident. Top leaders must encourage
50

PEOPLE + STRATEGY

RECOMMEND

* Strategies and Action
to Address Gaps and
Opportunities
* Leadership Team
Alignment

EMBED

* Measure Progress
* Capture and
Communicate Learnings
* Adjust Approach and
Priorities

fluid, innovative thinking about unexpected market
changes, untraditional competitors and new solutions
that seem counter to the business model. While Pepsi
has always been a dominant player in the soda and snack
food industry, Indra Nooyi challenged her leaders and
tenured organization to enter the health-foods market.
No one saw this coming, and Pepsi is now a leader in the
world's migration toward healthier living.
* Prime the pump between operational and innovative
constituencies. Too many companies believe innovation
and discipline are mutually exclusive. As stated earlier,
we believe a great strategic plan requires creativity and
execution. Business leaders should encourage both innovation and operational leaders to challenge each other
without declaring winners. Upon taking over the helm
at industrial powerhouse Ingersoll Rand, Mike Lamach
recognized the need to elevate innovation and technology in this traditional manufacturing centric company.
He quickly hired a first ever EVP of Innovation and
launched a significant lean deployment initiative across
the company at nearly the same time. These seemingly
competing efforts found a way to coexist and enable
each other's success amazingly well.
* Identify and advance organization capabilities. Leaders
must identify and develop the expertise, culture, leadership, and organization that will differentiate in the market regardless of past successes. All too often companies
and business leaders develop elaborate strategies without discussing organizational implications. As strategic
plans become more fluid, leaders must also view their
organizations as always in a state of change regardless of
their success. They should have the insight and courage
to change-out leaders, adjust decision-making traditions,
realign a sacred organization, or hire strategic talent
to integrate new thinking and competencies. Despite
recently achieving #1 in its market, a life sciences client
CEO recognized the need to serve the market differently
in the future by creating a more seamless one face to the
customer to an increasing more sophisticated market.
He boldly decided to collapse several long established,
successful business units into a singular commercial
organization.



Table of Contents for the Digital Edition of People & Strategy Spring 2017 Vol. 40 Issue 2

From The Executive Editor
From The Guest Editors
Perspectives
Transforming Organizations to a Digital World
Achieving Alignment in an Age of Disruptive Velocity
Improving Organization Performance by Optimizing Organization Design
Case Study: From Regional to Global: Using a Strategy to Align a Multinational Organization
Understanding Culture and Subcultures for Efficient and Sustainable Transformation
Redefining Transformation
Executive Roundtable
Linking Theory + Practice
Thought Leaders
Book Reviews
Leadership Insights
People & Strategy Spring 2017 Vol. 40 Issue 2 - Cover1
People & Strategy Spring 2017 Vol. 40 Issue 2 - Cover2
People & Strategy Spring 2017 Vol. 40 Issue 2 - 1
People & Strategy Spring 2017 Vol. 40 Issue 2 - 2
People & Strategy Spring 2017 Vol. 40 Issue 2 - 3
People & Strategy Spring 2017 Vol. 40 Issue 2 - From The Executive Editor
People & Strategy Spring 2017 Vol. 40 Issue 2 - 5
People & Strategy Spring 2017 Vol. 40 Issue 2 - From The Guest Editors
People & Strategy Spring 2017 Vol. 40 Issue 2 - 7
People & Strategy Spring 2017 Vol. 40 Issue 2 - Perspectives
People & Strategy Spring 2017 Vol. 40 Issue 2 - 9
People & Strategy Spring 2017 Vol. 40 Issue 2 - 10
People & Strategy Spring 2017 Vol. 40 Issue 2 - 11
People & Strategy Spring 2017 Vol. 40 Issue 2 - 12
People & Strategy Spring 2017 Vol. 40 Issue 2 - 13
People & Strategy Spring 2017 Vol. 40 Issue 2 - Transforming Organizations to a Digital World
People & Strategy Spring 2017 Vol. 40 Issue 2 - 15
People & Strategy Spring 2017 Vol. 40 Issue 2 - 16
People & Strategy Spring 2017 Vol. 40 Issue 2 - 17
People & Strategy Spring 2017 Vol. 40 Issue 2 - 18
People & Strategy Spring 2017 Vol. 40 Issue 2 - 19
People & Strategy Spring 2017 Vol. 40 Issue 2 - Achieving Alignment in an Age of Disruptive Velocity
People & Strategy Spring 2017 Vol. 40 Issue 2 - 21
People & Strategy Spring 2017 Vol. 40 Issue 2 - 22
People & Strategy Spring 2017 Vol. 40 Issue 2 - 23
People & Strategy Spring 2017 Vol. 40 Issue 2 - 24
People & Strategy Spring 2017 Vol. 40 Issue 2 - 25
People & Strategy Spring 2017 Vol. 40 Issue 2 - Improving Organization Performance by Optimizing Organization Design
People & Strategy Spring 2017 Vol. 40 Issue 2 - 27
People & Strategy Spring 2017 Vol. 40 Issue 2 - 28
People & Strategy Spring 2017 Vol. 40 Issue 2 - 29
People & Strategy Spring 2017 Vol. 40 Issue 2 - 30
People & Strategy Spring 2017 Vol. 40 Issue 2 - 31
People & Strategy Spring 2017 Vol. 40 Issue 2 - Case Study: From Regional to Global: Using a Strategy to Align a Multinational Organization
People & Strategy Spring 2017 Vol. 40 Issue 2 - 33
People & Strategy Spring 2017 Vol. 40 Issue 2 - 34
People & Strategy Spring 2017 Vol. 40 Issue 2 - 35
People & Strategy Spring 2017 Vol. 40 Issue 2 - 36
People & Strategy Spring 2017 Vol. 40 Issue 2 - 37
People & Strategy Spring 2017 Vol. 40 Issue 2 - 38
People & Strategy Spring 2017 Vol. 40 Issue 2 - 39
People & Strategy Spring 2017 Vol. 40 Issue 2 - Understanding Culture and Subcultures for Efficient and Sustainable Transformation
People & Strategy Spring 2017 Vol. 40 Issue 2 - 41
People & Strategy Spring 2017 Vol. 40 Issue 2 - 42
People & Strategy Spring 2017 Vol. 40 Issue 2 - 43
People & Strategy Spring 2017 Vol. 40 Issue 2 - 44
People & Strategy Spring 2017 Vol. 40 Issue 2 - 45
People & Strategy Spring 2017 Vol. 40 Issue 2 - Redefining Transformation
People & Strategy Spring 2017 Vol. 40 Issue 2 - 47
People & Strategy Spring 2017 Vol. 40 Issue 2 - 48
People & Strategy Spring 2017 Vol. 40 Issue 2 - 49
People & Strategy Spring 2017 Vol. 40 Issue 2 - 50
People & Strategy Spring 2017 Vol. 40 Issue 2 - 51
People & Strategy Spring 2017 Vol. 40 Issue 2 - Executive Roundtable
People & Strategy Spring 2017 Vol. 40 Issue 2 - 53
People & Strategy Spring 2017 Vol. 40 Issue 2 - 54
People & Strategy Spring 2017 Vol. 40 Issue 2 - 55
People & Strategy Spring 2017 Vol. 40 Issue 2 - 56
People & Strategy Spring 2017 Vol. 40 Issue 2 - 57
People & Strategy Spring 2017 Vol. 40 Issue 2 - Linking Theory + Practice
People & Strategy Spring 2017 Vol. 40 Issue 2 - 59
People & Strategy Spring 2017 Vol. 40 Issue 2 - 60
People & Strategy Spring 2017 Vol. 40 Issue 2 - 61
People & Strategy Spring 2017 Vol. 40 Issue 2 - 62
People & Strategy Spring 2017 Vol. 40 Issue 2 - 63
People & Strategy Spring 2017 Vol. 40 Issue 2 - Thought Leaders
People & Strategy Spring 2017 Vol. 40 Issue 2 - 65
People & Strategy Spring 2017 Vol. 40 Issue 2 - 66
People & Strategy Spring 2017 Vol. 40 Issue 2 - 67
People & Strategy Spring 2017 Vol. 40 Issue 2 - Book Reviews
People & Strategy Spring 2017 Vol. 40 Issue 2 - 69
People & Strategy Spring 2017 Vol. 40 Issue 2 - 70
People & Strategy Spring 2017 Vol. 40 Issue 2 - 71
People & Strategy Spring 2017 Vol. 40 Issue 2 - 72
People & Strategy Spring 2017 Vol. 40 Issue 2 - Leadership Insights
People & Strategy Spring 2017 Vol. 40 Issue 2 - 74
People & Strategy Spring 2017 Vol. 40 Issue 2 - Cover3
People & Strategy Spring 2017 Vol. 40 Issue 2 - Cover4
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