The other day I was speaking to the CEO of a mid- sized organisation and we got to discussing his intentions and plans. He told me about how he is currently engaged in bringing in technology and transforming the existing processes and the way of doing things.
“So how successful have you been till now?”, I asked.
“Well I have been able to demonstrate to my Board the trend of costs going down. Which should hopefully result in profits going up”, the CEO responded.
“ So have the profits started going up?” , I continued my enquiry.
The CEO looked troubled. He confided, “Actually the profits are not up at all. We have been facing significant resistance to adoption of the changed processes by team members. Our team seems to have got de-motivated and are putting in less efforts. So much so that the productivity levels are actually down.”
The above is one more case of a Leadership unilaterally trying to improve profitability through implementation of technology. When such implementation is done in a ‘command and control’ manner without adequate involvement of various stakeholders, the Leadership might occur to the team as ‘untrustworthy and self-serving’.
Such organisations become locked into a cycle. I call it ‘the cycle of repairing an old tube’. As one patches a leak in the tube and build back the pressure, a new leak starts at a different place. As the organisation resists a problem by trying to fix it, the more it pushes, the more the problem pushes back.
Whatever one resists, persists.
Amidst the whirlwind pace of change occurring in the environment today necessitating the need to constantly shift the technology and process base of an organisation, the millennial leader needs to provide the anchor of a unifying context for such shifts to occur.
What is that unifying context that millennial leaders need to create and exercise for transformative changes to succeed?
In Learning………. Shakti Ghosal