Life Sciences Leaders must balance stability and agility, as the business and customer demands and complexity multiply. When leaders embrace a growth mindset to learn from current challenges, and anticipate future trends, they enable a culture of innovation. Many change initiatives start gloriously but fail to yield the desired results, when a common frame for the future and the skills needed to move forward are lacking. The building blocks for sustainable change and strong and empowered end-to-end teams, originate with senior leadership. Shaping the culture is how we close the gap between strategy and execution.
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The larger the change, the more attention must be given to the cultural and organizational elements, that could slow down or block the desired outcomes. Enterprise level cultural transformation requires thoughtful planning and a coalition of leaders across the enterprise, equipped with the right skills, tools and support to lead the transformation. Changes to culture, often prompt the need to address structures, roles, and metrics that get in the way. Similarly, processes and systems that were built based on an old paradigm, may need to change. Identifying, prioritizing and communicating these along the way, will minimize frustration and help empower people based on new expectations.
HIP™ Teams are agile, resilient and persistent in pursuing the needed outcomes. They pivot quickly when conditions change or new risks emerge, never losing sight of what's most important. It takes great discipline, leadership, and management support to get a team to operate in this way. Developing High Impact Performance in project environments is especially challenging and works differently from permanent teams. Our HIP Teams guidance, and diagnostic-based interventions and training, focus on equipping leaders and teams with a strong foundation for mastering high impact performance from the start.
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