Organizational Scarring – Too Many Strategic Initiatives

How to Prevent Unintentional Undermining of Employee Focus and Performance

CEO must strive to have the critical few organizational initiatives strategy based and connected to measureable goals. If the thinking behind the initiatives is not made visible with clear criteria the company’s change capacity is sorely diminished.

Organizational scarring is rampant among organizations today because there are so many initiatives out there pushed by various management gurus of the month who have turned managers into consumers of complicated improvement systems. Total Quality Management, Six Sigma, Balanced Scorecard and other systems, while often very useful, are just as often implemented simply because they’re management fads, or because of best-practice pressure – the “everyone is doing it so we have to too” syndrome.

Author: Lewko, Tim