Harvard Business School change management guru John Kotter outlines the fundamental differences between Leadership and Management as follows:-
- Establishing direction vs Planning & Budgeting
- Aligning people vs Organising and staffing...
- Motivating & inspiring vs Controlling & Problem-solving.
In Kotter's view, while management produces an order of predictability, order, and the capacity to attain desired short term targets, the qualities of Leadership prodeuces change, often to a dramatic degree and often potentially useful change to create a future vision.
In my consulting, I use my own process called vision-driven planning, first creating a vision for the group (in great detail, to the degree that it is internally viable and credible) which is then quantified through a Balanced Scorecard approach ("If we were to achieve our vision, how must we look and behave in the area of..."). The quantification of the vision is converted into Performance Measures, and then these are redirected as Strategies.
It works exceptionally well for SME's in creating what I call a "POP" or Plan On a Page. However the obstruction I usually see is lack of "Leadership" in that often the SME owners and managers are extremely concerned with the now...
Leadership Vs Management
Harvard Business School change management guru John Kotter outlines the fundamental differences between Leadership and Management as follows:-
- Establishing direction vs Planning & Budgeting
- Aligning people vs Organising and staffing...
- Motivating & inspiring vs Controlling & Problem-solving.
In Kotter's view, while management produces an order of predictability, order, and the capacity to attain desired short term targets, the qualities of Leadership prodeuces change, often to a dramatic degree and often potentially useful change to create a future vision.
In my consulting, I use my own process called vision-driven planning, first creating a vision for the group (in great detail, to the degree that it is internally viable and credible) which is then quantified through a Balanced Scorecard approach ("If we were to achieve our vision, how must we look and behave in the area of..."). The quantification of the vision is converted into Performance Measures, and then these are redirected as Strategies.
It works exceptionally well for SME's in creating what I call a "POP" or Plan On a Page. However the obstruction I usually see is lack of "Leadership" in that often the SME owners and managers are extremely concerned with the now...
Teik Oh
The most challenging change management initiative is the proper management of a successful merger between two organisations. While the actual steps and processes in themselves are not uniquely different or any more complex than any other business reorganisation, the cultural environment in which a merger takes place creates a very different situation.
Unlike any other change management engagement where disparate groups at least work under one singularly identifiable organisation, a merger brings together two totally unique groups with different core values and working environments that need to go through the same change and emerge united. In a merger, while there are usually areas of “fit”, it is unlikely that the deeper indicators of corporate culture such as corporate history and corporate experience will have any but the most remote of matches.
Mergers and acquisition transactions are usually entered into to gain advantages yet the vast majority of these transactions are done with scant thought on how best to maintain the strengths of both parties and indeed to use them to synthesise greater strengths. Accounting models are not the best indicators for merger success; in a merger 2 plus 2 rarely equals 4.
The prime...
When we facilitate planning projects for our clients we start with the end in mind and ensure that the client has an enunciated vision for the business and that it is quantifiable so that each goal and objective can be squarely measured as well as relate in a straight line from the vision those goals and objectives are designed to achieve.
Our model is that, from the Vision comes clarity of action. Your planning project should:-
