Strategy and structure: squaring a necessary circle

Strategic decision making – is it history?

In 1977, the historian Alfred Chandler of Harvard Business School published a seminal book on the history of strategic decision making at the highest levels of American firms, including General Motors, DuPont, Standard Oil and Sears Roebuck.  Of these, GM and DuPont remain strong businesses.  Standard was broken up as in illegal monopoly in early 20th century although its progeny,  Exxon-Mobil and Chevron, continue to thrive.   Sears struggles as do so many retailers in the face of the storm called Amazon.  The book is called “The Visible Hand:  The Managerial Revolution in American Business”.  From the book comes a maxim that I believe still rings true.  It is attributed to Alfred Sloane, one of GM’s founders.  The maxim is, “Structure follows strategy”.

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Resistance to Change and the role of the Coach

To you as a leader it’s Business Transformation. To people at the sharp end of the business it means Change. And many people don’t like the thought of forthcoming change – in fact they fear it, or put another way are change resistant. And many times when the change arrives they suffer a feeling of deep loss – like mourning. So what is the role of the Leadership Coach in a period of business transformation and change?

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