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


If we don’t have reality on the table we can’t fix what we can’t see. So that’s the one challenge I continue to work, getting people to feel comfortable delivering bad news, feel comfortable putting tough issues on the table. However, when they put reality on the table, they also need to come with suggested solutions. Leadership is not just about identifying issues, it’s also all about fixing them.

The trick to managing numerous operations successfully is to narrow down “who does what.” We have a clearly defined and proscribed “role of the center.” In most organizations, there is a blurring of who takes responsibility and accountability; but, if you want to be an organization in which your executives have freedom to act, you actually have to give them this freedom. And that means a very, very small head office in which you don’t have people at headquarters second-guessing what the people who run the various components of the whole enterprise are doing.

Gathering and reviewing evidence is central to the Unipart Way. In particular, this includes: embedding the Unipart Way, tools, techniques, culture in the offices, the distribution centers, factories, and in fact anything and everything that is Unipart promoting a problem-solving philosophy that engages all emphasizing an evidence-based approach through pertinent data gathering to improve quality, cost, and waste issues from top to bottom of the organization becoming self-reliant, self-confident, and self-sufficient in the tasks and techniques, in fact, the knowledge base of the Unipart Way, and acting as a coach to others. In this way, Unipart combines the hard side of evidence with the soft side of engagement.

What emerged from the research is that strategy is important, but it’s not the most important factor. The key to long-term success is getting the balance between the reality of engagement and the reality of structure and systems alignment, and the very delicate relationship between engagement and alignment to make things happen now versus strategic thinking, which aims to shape the future.

leadership is about testing a value proposition with stakeholders to create the right balance between alignment and engagement in order to develop a strategy that can be implemented.

The old leadership model was driven by the belief of the leader. The new model is driven by evidence, which fosters the belief of the organization in what the leader and the strategy is trying to do.


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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