Leadership for Corporate Transformation


So how are boards performing as enablers and facilitators of corporate change? Many of them are most systematically assembling the building blocks. The board establishes the vision and wrings its hands as the gap between aspiration and achievement grows wider. The role of the board is the formulation and implementation of strategy. It puts its backs into the former, but when it comes to implementation it hands it over to management and hopes for the best.

 Top management commitment continues to be a major barrier to change. It is essential in view of the complex nature of the change task in many organizations, and the number of individuals and groups that must be involved.

 The widespread perception of a lack of commitment in the boardroom is understandable. How can they believe they are committed when they have not put in place all the actions that are necessary to make it happen?

 Many boards are abdicating their responsibility for leading the process of corporate transformation. Determining vision, mission and strategy appears to be perceived as ‘direction’ rather than as an aspect of ‘leadership’; while the term ‘leadership’ is applied to the ‘management’ process of motivating people to understand and achieve vision, mission and strategy, once these have been defined by the board.

 ‘Leadership’ appears to be seen by the chairmen of many boards as a management responsibility rather than a boardroom competence. It is not surprising that many management teams perceive a lack of commitment on the part of the boards of their companies.

 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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