We interpret this as making sense of the context in which you are operating. ‘Sensemaking’ is a term coined by Karl Weick at the University of Michigan. What is ‘sensemaking’ and why do you say this is key to leading through change?Ī. Teams of teams from multiple organisations were experimenting and breaking down the usual steps to do things faster, helping to move developing products in ways we’ve never seen before. Most vaccines and new Covid medications were created by companies which weren’t just working on their own but in partnership with regulators, universities, other pharma companies and biotech groups. Interestingly, through the pandemic, pharma companies worked in a much more nimble fashion, creating what we call ‘teams of teams’. These are architecting leaders - they communicate a lot, so that a strategic mindset is always conveyed across the organisation. But they have a choice committee which hears new ideas, tests these and decides which ones move forward. Southwest Airlines is an example - their people on the ground came up with paperless ticketing and ways to achieve the shortest plane turnaround time in the industry. They also create funnelling mechanisms to balance innovative freedom without having chaos. They create the ability to build teams, access resources for new ideas and keep learning. The third form of leadership, usually at the top of the organisation, is architecting leaders - they architect the game boards on which entrepreneurial and enabling leaders work. Then, there are enabling leaders who help the entrepreneurial leaders bring their ideas forward and communicate strategic imperatives. They become an innovation engine for the organisation. The first type is relatively lower in the organisation - these are the entrepreneurial leaders who come up with new products and new business models.
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