Previous ABS blogs have highlighted the processes involved in organisational transformations and change management. However, until recently, none of the research or articles looked in detail at the role the CEO of an organisation should play in this process.
The management consulting and research company McKinsey&Co have published just such an article based on their extensive research and experience in this area (read it here). While allowing for the vast differences in organisations and the particular uniqueness of each one, they have distilled four key functions that together are what leads to the CEO playing a successful role in a transformation. While providing just a summary, the entire article is worth the read. These roles are:
- Making the transformation meaningful
- Adopting a personal approach
- Openly engaging others
- Spotlighting success
- Role-modelling desired mind-sets and behaviour
- Transforming yourself
- Taking symbolic action
- Building a strong and committed top team
- Assessing and acting
- Investing team time
- Relentlessly pursuing impact
- Rolling up your sleeves
- Holding leaders accountable
Committing to these actions more often than not sees the CEO play an important part in a successful transformation. Thinking about your role as a CEO, or your CEO, how many of these actions would you say are happening?