I was recently visiting a major university. Their IT department is in “transformation” and it’s stuck. The new director has 167 people reporting to him. He and his second in command are dumbfounded because they’ve been leading this team for over a year, and the team refuses to take on the new way of doing things. Despite formal training, team building exercises, and regular meetings to try to solve problems, the long-time employees he inherited have successfully dug in their heels and made it impossible for him to move the transformation forward.
Over the past few years, I’ve been working with more and more clients to mitigate their talent management risk by directing them to look at The Big Picture Questions. I've talked about the Big Picture in previous posts, and as it has gained importance in our work, I wanted to rerun the original post:
The Senior VP of Marketing for a major retailer recently came to me with a change management issue. Her company had seen huge growth in the last ten years and was still adapting to the fact that they are now a 2 billion dollar business.