How many consultants does it take to change a company?
One, but the organization has got to really want to change, and it’s got to be the right consultant.
By Peter S. DeLisi, Dennis Moberg and Ronald Danielson
Wall Street Journal
May 24, 2010
Are CIOs doomed to forever be second-class citizens among top executives?
We don't think so, but they've got a lot of work to do to avoid that fate.
Chief information officers are more important than ever to the success of their companies, given the crucial role information technology has come to play in every aspect of business. But in most companies, the CIO still isn't viewed as a peer by other senior executives, who tend to see CIOs as specialists lacking the full set of broad management skills. Very few CIOs have become CEOs, especially outside the high-tech industry.
This article was also published in the MIT Sloan Management Review
"...Rather than seeing organizations as comprised of parts of a machine, those who hold to this perspective see elements like strings on a harp. This worldview forms the basis for a synergistic view of organization -- where the whole is more than a sum of the parts -- and allows people to imagine new possibilities for themselves and their companies."
We are living in a remarkable age - an age of shifting values, organizational restructuring, rapidly evolving technologies, massive social and cultural changes and global competition. One author has referred to this age as the most complex since the "dawn of industrialism, or even civilization, for that matter." Our traditional approaches to dealing with strategic change, developed in periods of greater stability, no longer serve us in these rapidly changing and dynamic times. A new approach is called for - one which focuses, as Dr. Russell Ackoff maintains, on "creating the organizational future," and which continues to develop the executive asset base through organizational learning and team building.
Traditional approaches that have worked well in less complex, less dynamic times, no longer work. What is needed now is a consulting approach which recognizes that the success of an organization is vitally dependent upon all the pieces coming together in a synergistic way.
Like the human system, the organizational system only functions optimally if all of its interdependent parts are working effectively together. Do, for example, the processes, structure, people, metrics, culture and technology come together to support the strategy of the organization? This is not the job for a specialist consulting firm that focuses on only one of these components. Optimizing the individual components, as Dr. Russell Ackoff maintains, can actually hinder the performance of the whole system.
Therefore, what is a company to do? It must turn to a consulting firm that understands the individual components, views them as part of an organizational system, and focuses on optimizing overall corporate performance. Welcome to Organizational Synergies, a unique consulting firm with over 25 years of experience respectively in strategy, culture, information technology, sales and marketing, and with the expertise to weave these together into a fabric of optimal performance. The result is an organization uniquely prepared to assist you with the creation of the best possible future for you and your corporation.