Today’s advice comes from Harry West, CEO of Continuum, in his interview with The New York Time’s Corner Office blog. “When you’re leading, you’re generally trying to lead change, and I think it was Roy Amara, who said about technology, “We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run.” And I think the same applies to change within an organisation.”
Managers sometimes think they can make sweeping changes, but smaller changes that don’t seem that significant at first may become more game-changing later.
It’s important to think carefully about pace when you’re trying to affect change, because sometimes a company can only manage so much change at a given time. An organisation needs time to adjust to these changes, then the changes will take off more quickly.
West says most companies tend to focus on what they’ve done in the past. It’s extremely tempting to look at your wall of accomplishments and get stuck because those results are clear, unlike the future.
“Right now we are in the process of inventing the business we will be in. When people see that, it takes off. But until people can see it, until it’s in some way real and relevant to them, they don’t know what they can do to be part of it.”
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