This is about willingness and ability.
Many of today’s manager underestimate the essence and impact of their organizational cultures. The elements that control the work places, the values, the ethics, and the untold rules are sometimes ignored, and business strategies, alone, are assumed to do the job. Drucker’s statement “Culture eats strategy for breakfast” is wholeheartedly presenting the pain people faces in their workplaces. Growth plans and articulated business tactics can not be sustainable without a framework of cultural values and rules. Fix the culture first then define a strategy. If you operate within a culture of deception, ignorance and lack of accountability, no matter how robust or concrete business plan you develop, it will fail its first encounter internally before externally with market. In HBR management tip, the author rightly noted that leaders should “give employees a reason to care about your customers, their colleagues, and about how to do business right in a world that rewards cutting corners and compromising values. During a turnaround, don’t focus exclusively on distinguishing yourself from the competition; find what brings you together as a company. It may be values, a vision, or a set of shared emotions. Articulate this sense of unity well and the business will follow.”
In describing how he picks his key resources, Jack Welch noted that he looks for A-class resources, in his Winning book. Over a period of time, Welch reviews the performance of his key resources, and argues that you should keep
… Very insightful and rewarding article by Wadhwa from BusinessWeek. The article and Mr.Beer numbers and the comparison with the Great Depression are shocking! They prove undoubtedly that ethics have an over lasting benefit. – Mouaz. “A focus on short-term