Cost-containment is frequently a journey equated with layoffs rather than innovation.  Done correctly, freed-up capital is redeployed more profitably: stimulating growth.  Management’s role is to assess the situation, give direction, set targets and then provide a forum for those closest to the issues to find a better way.

There is a route for this pilgrimage ...

There are “Three Essentials” for mobilizing change across organizational lines. Until these are present and communicated by the senior executive, change agents will die a lonely death on a distant hill. These three essentials are a Burning Platform, a Shared Vision, and an Executive Mandate ...

Innovation (as discussed here) does not refer to Research and Development. It refers to the cultural ability to align associates and draw from their diverse views to form creative concepts and solutions. It refers to those associates’ willingness to participate in and support those solutions. This competence can be defined and measured as a company’s Innovation Quotient© (IQ) ...

Ironically, Nincompoops have an uncanny way of surviving by flying below the radar, shifting blame or somehow gaining tenure. Their negative contribution can be measured in mistakes, customer dissatisfaction, lost management time, lowering the bar for others, defects, rework, good people who leave in frustration, etc. Everyone knows who they are but somehow, year after year, they go on ...

A leader is one who influences others by their choices and actions (or inactions). By this definition, we all lead. Our choices affect others.

A "Transforming Leader" then, is one who's choices and actions guide people to discover their own worth, and bring that to the table in support of a larger vision. This is a leader’s highest calling ...

In change management, pain is your friend. People rarely get excited about a 3-5 year strategy. They do get excited about the pain they feel. In fact, if strategy does not deal with organizational pain points, what good is it?...