Hungry for Change

Ayn Rand's sign.

Challenging the Change

Progressive organisations are disruptive and eager to lead change. The hunger is evident by each member attempting to operate along future paradigms in a dynamic environment. Instead of chasing  change, they are always one step ahead of the change.

This requires a hunger generated by disruptive,collaborative and inspirational leadership which is always charting routes along the edge. They take risks and accept mistakes. To these organisations beating the status quo is a daily activity by generating multiple options to lead their organisations where none have dared before. These organisation might appear chaotic and somewhat dysfunctional from a distance but up close each member is a power house capable of transforming change itself.

The capitalistic theories of Ayn Rand have undergone a metamorphosis since Atlas Shrugged, driven by transformational and interdependent theories of today’s networked environments. While intellectual property remains an issue to contend with, the environment for growth is driven by businesses beyond borders. Each entrepreneur, who is hungry for change, can innovate  in a seamless environment of growth. Protecting intellect has been replaced by sharing intellect to multiply the resultant vector. The Web 2 environment has created seamless opportunities and provided growth avenues along the vast expanse of the blue oceans.

There is space in the blue oceans for those who are willing to walk on the edge and take risks. For others, it is business as usual.

This is a presentation we did some time back…things have changed since but not the hunger for change

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About nannikapoor

Love leadership and friends is all one needs to leave foot prints in the sands of time....so I rant

Posted on October 2, 2010, in Change Management and tagged , , , , , , , , , , . Bookmark the permalink. 1 Comment.

  1. To generate hunger for change

    1. Explain WHY the change is required/necessary.
    2. Describe the expected benefits to be gained (“What’s in it for us”).
    3. Provide training and resources necessary to implement the change.
    4. Solicit/address any employee questions and concerns.
    5. Be patient – expect mistakes as new habits are formed.

    And most importantly …

    6. Demonstrate support and commitment to the change, yourself.

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