Management January 21, 2013 16 Reads share

The Real Fun Of Business: Seizing Inflection Points!

In the business world, if that kind of inflection point emerges, you see a mad dash by companies new and old to exploit it.  I recently talked with two university presidents to gauge their enthusiasm about the inflection point that online technologies represent.  While both were optimistic long term, neither seemed enthused.  Both quickly noted just how difficult it is to drive change in their worlds.

They pointed to all the constituent groups that would need to support any change; the faculty senate (whose members are typically tenured and tend to fear change), academic department heads, curriculum committees, the alumni association, the university development group, the board of trustees, accreditation officials, etc.  The sense I got from just looking at their faces was that change generates pain and anguish for them, not fun!

These two presidents were quick to point out how much easier it is in the business world to drive change, where leaders are not only given the responsibility for an organization but also the authority to change things if that is what it takes to be successful.

I came away from those conversations with the two university presidents with a deep appreciation for the following three powerful tools which business has, and those university presidents are envious of:

# 1. Reorganizing

When you want to pursue change, innovation, or improvement, it is wise to reorganize the group so that it’s clear what you want to have happen.  While you make sure the current business is well covered, the organization is configured so that it is anticipated the change will occur.

# 2. Personnel

Putting the right people in key jobs when you want change to occur is absolutely critical.  There is nothing like a fresh mindset and a high degree of motivation to achieve in insuring the success of a particular initiative.

# 3. Measurement, with Implications

With change, new measures need to be put in place and individuals need to be held accountable to make progress on those measures.  The results should be reflected in performance appraisals so that people understand that you are serious about achieving the change and making things happen.

For those of you in business, step back and realize the big opportunity you have; then jump in there and seize those opportunities to constantly improve.

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Bob Herbold

Bob Herbold

Bob is an author, public speaker and retired executive vice president and chief operating officer (COO) of Microsoft Corporation. Before joining Microsoft, he spent twenty six years at Procter & Gamble, the last five of those years as senior vice president of advertising and information services. Since retirement, Bob has divided his time between working as a consultant for his own Herbold Group LLC and as writer and public speaker focusing on leadership. Bob has written three books. His latest, "What's Holding You Back? 10 Bold Steps That Define Gutsy Leaders" was released February 2011 by Wiley/Jossey-Bass.

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