Leading Successful Organizations
Since its founding
in 1985, the
Group has been
typically work with CEOs and top
are searching for
ways to make their
successful in terms
of performance, more
relevant in terms of
and market, and more
competent in terms
of how their people
work to get results.
Content Leadership - Success Formula
In this practice, our approach has shifted somewhat over time to reflect the latest thinking about strategic management, organizational design, change management and leadership. Yet, the fundamentals remain the same because the leader's job hasn't changed much.
First, the leadership needs to establish the
'formula for success', which is the 'content' underlying its success. That involves two components:
Strategic Direction - Success requires the organization to be given a sense of strategic direction in terms of why the organization exists, what it wants to accomplish, how it is positioned in its industry or sector, and why it will do well.
Organization Design - It is also an imperative of
'success' to define how the people and organization need to behave to be successful in terms of implementing effectively and efficiently. That means establishing a structure for roles, processes that create accountability and promote the right motivations, as well as behaviours within the organization.
Leading Change to Make it Happen
In order to put the strategic direction in place and encourage the behaviours for successful implementation, the leadership can only really use two broad tools - their own behaviour (and that of their top team) and a change management process to make it happen.
Leadership Behaviour itself is critical to success. The CEO and the top management team need to be a team in establishing the direction and communicating it. The top team, individually and collectively, needs to have the skills to guide the implementation. They need to demonstrate, in their own focus and time management, commitment to the change agenda.
defines the program for getting from here to there in terms of the strategic direction and expected behaviours. Reports and words are not enough. To get improvements in performance, implementation is obviously crucial! That means leaders need to formulate a change agenda defining what about the organization needs to change as well as a change process defining how to make those changes take hold in terms of resource allocation, policies, people's behaviour and actions.
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The Berkeley Consulting Group's
philosophy is quite holistic - looking at how the pieces fit into an integrated and meaningful whole. For the first decade,
Berkeley's attention was
centred on how to define sound strategic direction and effective organizational
using the tools and concepts from the strategic management and organizational design schools of thought.
In the past decade, our attention,
like that of our
clients, has shifted a little towards change
management and the role of leaders in the change process.
Building on an
of the 'hard' side of leadership
shaping (to respond
to the external world
plans), we have turned to the
'softer' issues about how to lead
people to create
change behaviour. That shift has turned our attention to leadership development,
Development Inc. (BFDI),
in 1995, offers
services. BFDI has associates
in the UK to support
some of our thinking
and approaches to
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