Change and Leadership


Change is nothing new to leaders or to their organizations. Around 500BC, the Greek philosopher Heraclitus noted that: “You cannot step twice into the same river, for other waters are continually flowing on.” He was one of the first Western philosophers to address the idea that the universe is in a constant state of flux.

As we move further from the “stable state,” effective change leadership has become a challenging calling. Today in the language of business, organizations, academia, and consultancy, the word “change” has come to mean different things to different people. We need to define “change leadership” in a way that establishes a congruence between leadership and the benefits of the change being implemented; and articulate it properly. Change can refer to any of the following and more:

  • External changes in the market/industry, technology, customers, competitors, social, political and natural environment;
  • Internal changes that determine how the organization reacts and adapts to the external changes at great speed;
  • Top-down programs such as business process reengineering, restructuring, cultural change, for example, and
  • Business transformation programs which can be described as comprehensive organizational initiatives.

It can also be a combination of all the above.

Major change is those situations in which corporate performance requires most people throughout the organization to learn new behaviors and skills. These new skills must add up to a competitive advantage for the enterprise, allowing it to produce better and better performance in shorter and shorter time frames.

Change leadership can be defined as altering groups to the need for changes in the way things are done; mobilizing and energizing groups; and tapping fully into the potential and the capacity of the organization. It involves taking the responsibility to champion the change initiative and effort through building and maintaining commitment and support. The situation determines who emerges as the leader and what style of  leadership he or she has to adopt. The situation will also determine the core skills needed to lead in that particular situation. Therefore, one can no longer discuss leadership in general terms.

The leader and the style of leadership required in a stable organization will differ from that which is required in an organization under threat. This is because leadership styles and behaviors are likely to be critical in times of threats.

The qualities, characteristics, and skills required in a leader are determined to a large extent by the demands of the situation in which he or she is to function as a leader.

In any major change program, there are many leaders because there are many people at many levels in the hierarchy who play different critical roles during the change process, including the CEO. In modern complex organizations, the notion of an ill-seeing, all knowing leader is unrealistic. Instead, different individuals assume leadership in situations where they have a unique competence or accountability. All the non-CEO change leaders are every bit as essential to creating high-performing organizations as are the more visible and dynamic executive leaders. In essence, the change leader could be the CEO, a line leader, internal network, or a change community.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

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Corporate Restructuring


Corporate restructuring encompasses a broad range of activities and include acquisition and divestiture of lines of business and assets, acquiring controlling shares in other companies, alteration in capital structure through a variety of financial engineering initiatives, and also effecting internal streamlining and business process reengineering to improve efficiency and effectiveness of the firm. Corporate restructuring can thus lead to changes along one or more of the three directions, vis-à-vis, i) assets and portfolio, ii) capital structure, and iii) organization and management. Assets and portfolio structure can get significantly altered when a firm undertakes a series of acquisitions and divestitures to bring more focus to its lines of business or widen its activities to enter new fields. Capital structure can change due to corporate restructuring caused by infusion of large debt, change in equity due to either expansion of capital base or buyback of equity or composition of owners (e.g., participation of MNCs, and FIs in the equity of the firm). Organizational restructuring is also a part of the overall corporate restructuring and is designed to improve the overall efficiency and effectiveness of the organization through changes in structure, systems and processes, people and culture.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight

Business Process Reengineering


 Because the rate of change has increased for everyone, any organization can’t afford a slow change process. For rapid change and dramatic improvement Process Reengineering is downright apt. Process Reengineering assumes the current processes as irrelevant, enables to disassociate the organization from today’s redundant processes, and focuses on new ones. It is like projecting yourself into the future. Streamlining and improving business processes should be an essential part of management’s strategy for improving organizational performance. It eventually leads to predictable, high-velocity information flows, efficient processes and powerful procedures. This triggers off breakthrough performance in the form of dramatically reduced cycle times. I can reengineer (redesign) any administrative, bureaucratic or centralized function thereby process improvement as an inexorable necessity. My Consultancy–Asif J. Mir – Management Consultant–transforms organizations, makes them relevant, and suggests solutions for succes. For details please contact Asif J. Mir

World is changing fast. Are we also transforming our organizations?


We think that our today is the extension of yesterday, which is not. We have to and we must transfor our organizations to be relevant. Those who will fail to do so, wil be like facilitating becoming their organizations a forgotten song.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations, makes them relevant, and suggests solutions for succes. For details please contact Asif J. Mir