Leading and Achieving Organizational Transformation (Part 4/4): Systems Perspective

(Part 4 of a 4 part series on leading and achieving organizational transformation)

In the previous parts of this series, organizational transformation was described as one of the most challenging tasks for a leader to undertake.  In order to accomplish this endeavor, it was discussed that organizational leaders must focus on specific efforts that together create the required drive and effectiveness at every level of the workforce.  These efforts are: 
1) strong communication utilizing frames (Part 1)
2) creating a shared vision (Part 2)
3) leveraging high-performing teams (Part 3)
4) shifting to a systems perspective (Part 4)

This series now concludes with an argument for why shifting to a systems perspective is valuable and why it is an important part of organizational transformation.

Leading and Achieving Organizational Transformation (Part 3/4): Leveraging Teams

(Part 3 of a 4 part series on leading and achieving organizational transformation)

In the previous parts of this series, organizational transformation was described as one of the most challenging tasks for a leader to undertake.  In order to accomplish this endeavor, it was discussed that organizational leaders must focus on specific efforts that together create the required drive and effectiveness at every level of the workforce.  These efforts are: 
1) strong communication utilizing frames (Part 1)
2) creating a shared vision (Part 2)
3) leveraging high-performing teams (Part 3)
4) shifting to a systems perspective (Part 4)

This series now continues with an argument for why leveraging high-performing teams is valuable and why it is an important part of organizational transformation.

Leading and Achieving Organizational Transformation (Part 2/4): Shared Vision

(Part 2 of a 4 part series on leading and achieving organizational transformation)

In the previous part of this series, organizational transformation was described as one of the most challenging tasks for a leader to undertake.  In order to accomplish this endeavor, it was discussed that organizational leaders must focus on specific efforts that together create the required drive and effectiveness at every level of the workforce.  These efforts are: 
1) strong communication utilizing frames (Part 1)
2) creating a shared vision (Part 2)
3) leveraging high-performing teams (Part 3)
4) shifting to a systems perspective (Part 4)

This series now continues with an argument for why creating a shared vision is valuable and why it is an important part of organizational transformation.

Leading and Achieving Organizational Transformation (Part 1/4): Strong Communication

(Part 1 of a 4 part series on leading and achieving organizational transformation)

Organizational transformation is one of the most challenging tasks for a leader to undertake.  Fundamentally, leading organizational transformation is about using vision, communication, teamwork, urgency, empowerment, tenacity, and more to enact widespread changes in an organization in order to align it with the changing dynamics of the environment in which it operates¹.  Because of both the breadth and depth of the workforce that makes up modern organizations, a unity of effort approach is needed and gone are the days of a singular leader, with a singular idea, that coerces and motivates a workforce to implement it.  To accomplish this organizational transformation endeavor, organizational leaders must focus on specific efforts that together create the required drive and effectiveness at every level of the workforce.  These efforts are: 
1) strong communication utilizing frames (Part 1)
2) creating a shared vision (Part 2)
3) leveraging high-performing teams (Part 3)
4) shifting to a systems perspective (Part 4)