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The Structure-Conduct-Performance Paradigm Unleashed! There is a framework dating back to early in the last century generally known as the Structure-Conduct-Performance paradigm to guide assessment and analysis of industrial economics. The key assumption is that player (company) performance is determined…
A recent experience crystalized for me an essential, binary nature of organizations: some people look forward, some backward. There ought to and will always be both in any given organization. That there might be all one kind or the other…
On one level, as an earlier essay exposed, the work of change leadership is to ensure impacted personnel change their behaviour as needed. Change managers execute techniques to gain this conformity. In this instalment, I’d like to explain why…
Perspective is everything. At least as much as context. This piece began as another view on the “myth” of projects having a 70% failure rate (the root cause for change management discipline by the way). But since the…
“Never let a good crisis go to waste.” – Winston Churchill Change management exists for projects because people tend to not change behaviour—not easily anyway. Its methodologies account for individual comfort and the reluctance or even resistance to disrupt…
In an earlier piece, “Do the Work” Part 1: Do The Work!, I encouraged change leaders and managers to “do the work”—after dissecting that tragically overused rejoinder. The point being there is more to leading and implementing change than…...
It’s proving hard to defang this “70% of projects fail” statement. Both winners and losers of very definite opinion challenge it quite emphatically. The pejorative “Myth!” is levied to invalidate the entire statement. Arguing that myth is actually valuable…...
Years ago, I found and applied the OODA loop method to the small teams I oversaw. Each team leader was trained to apply the discipline to his/her respective teams’ pursuit of its goals. It was exceptionally successful. Those team leads…...
