Читать книгу Synergy Strategic Planning - Chris Alexander - Страница 17

From time to time, I will work with a company that has a new CEO or has merged with a competitor, and the need for a new and fresh vision is apparent. All too often the leadership team charged with making the change happen smoothly overlooks the need to consider different leadership approaches, cultures, and the differences in the style and pace of each business. Mergers are much more complex than the financial and cost savings synergies might suggest.

Synergizing systems and markets look good on paper but when cultures collide and leadership styles are incompatible—and a go-go business ties up with a slower, more formal structured one—careful planning is required to avoid catastrophe. The most profound vision in the world can be thwarted by insecurity—interpersonal conflict and hardened attitudes that form an underground resistance movement. Cleaning up the people issues is of paramount importance.

Stabilizing leadership styles and creating a unity of command are the keys to the fulfillment of a vision. Systems and structural change are quicker to implement through people-centered change. You can fire everyone and start fresh. You can achieve anything if you have enough money and time, and you are prepared to endure the wrath of shareholders. I would rather plan carefully, communicate effectively, and get people working with me to make the change —it’s less expensive and much more effective.