Monday, 30 December 2019



This is part of a series of blogs, posts and articles on managing change. Please feel free to comment, add feedback or perhaps share your own experiences, recommended reading or favourite resources from the internet.

If you want to meet to discuss any of the elements mentioned here please don’t hesitate to get in touch. Tim Mob 447797762051


Positioning for competitive advantage in different localities is necessary but may not be in keeping with the demands, protocols, and processes of the corporate center. However, the targets and KPIs require that the operating business develop the necessary skills to be differentiated within its country or region. The operating business may clash with the systems of the corporate center and the need for consistency of practice across the enterprise.

The problem, seen from the viewpoint of the general manager, is often that the center won’t listen. He or she is constantly having to explain the reality on the ground to people at corporate HQ who simply don’t listen. There are two sides to every story, of course.

What value does the corporate center provide? Does the corporate center support your pursuit of competitive advantage for your business? Do the processes and procedures of the corporate center support the doing of business in your area? Do you as a business head feel part of the top team?

First, diversity of thinking allows an organization to capture multiple experiences, context, and interests. Second, that data may be used as evidence to understand the opportunities and threats facing the organization if it pursues a given course or strategy. Third, the evidence is interrogated (teased out, tested, and challenged) as the basis for strategic decisions.

In the most successful organizations, leaders interrogate the evidence. Factual detail is the fuel of constructive interrogation. Evidence captures the merit of the case. Evidence draws out the counter arguments, distinguishing assertion from well-balanced argument. A clear display of point and counterpoint enables leaders to reach a shared and balanced view.

Simply put, evidence-based leaders seek out and reward multiple points of view (diversity of thinking), while proposition-based leaders are selective, filtering out, and punishing dissenting voices and only listening to evidence that supports their point of view.

There are a host of books on making an impact. Leaders are expected to change the world in 90 days, 100 days, and so on. But changing any organization without evidence to back up the need for changes is a hopeless task. Evidence is the fuel of change.

Evidence facilitates the reaching of an informed view. More than that, well-considered, detailed evidence acts as the basis for sound teamwork. Trust in each other as team colleagues is insufficient. Sharing a platform of detail stimulates discussion on the contributions necessary to effectively execute strategy. Each member of the team has a role to play in determining the future.


The Success Formula: How Smart Leaders Deliver Outstanding Value
By Andrew Kakabadse Start reading it for free:


If you to discuss these ideas or anything related to managing change please get in touch.

Tim HJ Rogers
Senior Consultant / Project Manager
Mob 447797762051  Skype timhjrogers Twitter @timhjrogers

Adapt Consulting Company - Consult, CoCreate, Deliver
Business Analysis – Projects – Processes – Programmes

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