I am working on a
project requiring a major organizational transformation. On Monday, the
division's chief heads off to Canberra to get a mandate to make the change from
head office. One of his biggest concerns is head office continuously
second-guessing him as he leads the organization through the change process. He
recognizes that in complex situations there are no correct answers and there
are likely to be many different opinions about what should be done, and head
office has a habit of trying to micro-manage things.
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