دانلود رایگان مقاله لاتیناجرای استراتژی و مربی گروه از سایت الزویر
عنوان فارسی مقاله:
چشم انداز بدون عمل یک توهم است: مربی گروه و اجرای استراتژی
عنوان انگلیسی مقاله:
Vision without action is a hallucination: Group coaching and strategy implementation
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مقدمه انگلیسی مقاله:
1. Introduction
The challenge for many senior executives is to get everyone, from top to bottom, on board to make their organizations work–—to implement whatever decisions have been made. How to go about it, however, is another matter. Without the presence of a team culture, it is very likely that executives will do things their own way, often resulting in uncoordinated, even conflicting decisions and actions. But if executives behave like ships passing in the night, they may act in ways that are not in the best interest of the organization or themselves. Implementation of strategy will suffer. The following case study illustrates how group coaching can be a methodology second to none, to have executives sing on the same page–—and accelerate execution. It is an intervention methodology increasingly utilized by premier strategic consulting firms. SHIPS PASSING IN THE NIGHT: A CASE STUDY Pushed to action by rapid evolution in the petroleum industry, the executive team of a global energy company knew they had to transform their solid but complacent organization into a high-tech, sustainability-oriented firm. To facilitate this transition, the CEO (chief executive officer) hired Jim, a brilliant professor of engineering, as the new chief knowledge officer (CKO). Around the same time, another executive was asked to join the team as vice president for technology, products, and services. John was an experienced executive in the petroleum industry who was transferred in a secondment from one of the major shareholders to put into operation a large offshore drilling project. These two new additions worsened, however, what was already a rather ineffective decision making body. True to form, within several months of Jim and John’s arrivals, war had broken out between these outsiders and the other members of the executive team. Many of the other members of the executive team complained bitterly about Jim’s disorganized, undisciplined, and even rude behavior. In particular, his way of dealing with emails and other forms of communication was seen as irresponsible. He seemed to respond when he feltlike it, or not at all. There was a similar problem with executive team meetings; sometimes he just did not show up. Furthermore, what aggravated the relationships among the executive team members was the rivalry between John and the CEO–—the former coming across as a know-it-all. At each meeting,there seemed to be a competition between the two of them to determine who was right about minor matters instead of focusing on the real, important issues. Within a short period of time, the two newcomers were labeled with all that was wrong with the organization, the assigned scapegoats for the company’s mediocre performance. What did not help was that the company was heavily committed to its offshore energy project, making it necessary to meet specific deadlines–—and pressures were mounting. Although overruns would be extremely costly, there seemed to be a lack of urgency among the members of the executive team to move forward with the project. Instead, turf fights for resources were more important than alignment and working for the common good. Open, constructive communication was missing. Trust was completely absent. All of the executive team members were failing in the execution of its intended goals.
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