By Mike Freedman
“You will come clear of The artwork and self-discipline of Strategic management greater built not to in basic terms imagine extra incisively approximately destiny aggressive virtue, yet your company could have better strategic concentration at each point, starting with the head administration team.”
―Gerald L. Kiser, president & CEO, La-Z-Boy Incorporated
Now in paperback, The artwork and self-discipline of Strategic Leadership bargains enterprise strategists an built-in five-phase version for environment and imposing method. confirmed potent at a various variety of enterprises world wide, the version presents executives with a robust framework for assessing and tweaking present process, or charting a daring new strategic course.
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Extra info for The Art and Discipline of Strategic Leadership
The trip plan shows the way to get to the destination with the lowest cost, shortest distance, fastest time, and the least risk of delay. It is the one route that offers the unique combination of features that enables moving rapidly, efficiently, reliably, and precisely from where you are now to where you want to be. CN needed to find the right route to change the culture, and then set a trip plan to get there. Switchpoints On the railroad, every trip plan has points along the way where trains are switched from one track to another to ensure that they take the best route.
In changing CN’s culture, leaders often had to spike the switch for change, and then stay the course and be consistent. People could not be allowed the option of going back to the old way. Each switchpoint was an opportunity for leaders to align with the new direction, charge down the track, and sustain a new way of working. 2 Railroad Spike Source: Canadian National Railway Company. By spiking the switches on practices that were no longer acceptable, CN strongly signaled the organization that the company’s leaders were serious about changing the organization for the better.
It absolutely amazed me that we could have a dispute over asking people to work the hours we pay them for! But that is how broken cultures can get. (Adapted with permission from E. Hunter Harrison, Change, Leadership, Mud and Why, © 2008 Canadian National Railway Company) You might think this story came from a struggling company that was barely scraping by, but that couldn’t be further from the truth. At the time of this story, CN was at the top of its industry. It was the number one railroad, beating the competition at every turn.