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\nI had a dream not a product of hallucinogenic drugs.\u00a0 In the dream, I was the major stockholder of multi-trillion dollar corporation.\u00a0 As they are apt to say her in wild and wonderful, it was a biggin\u2019.\u00a0 Typically, however, that is said about the catfish that got away.<\/p>\n
The corporation had global reach and influence.\u00a0 People across the world depended on it.\u00a0 It was intertwined with countless other businesses and touched millions of people.\u00a0 Being so large and influential, making the wrong moves could destabilize some countries.\u00a0 It could conceivably wreck the global economy.\u00a0 It could destroy many businesses that were dependent on our success and ruin lives of countless employees.<\/p>\n
The obvious was that it was mismanaged by directionless leadership for several decades.\u00a0 These were leaders who lacked focus on core competencies.\u00a0 They were directionless expending time, energy, and resources in directions unrelated to success.\u00a0 Because of that they could not get to the root causes of problems.\u00a0 This lack of focus on things fundamentally important made them unable to thrive in the present or plan for the future.\u00a0 The leadership was ideologically driven not principle driven causing much internal conflict.\u00a0 They lacked vision. No one seemed to know where they were headed.\u00a0 They were leading the organization without a roadmap or a defined destination.\u00a0 The result was lost influence and trust.\u00a0 Those who relied on us to lead and provide direction were beginning to look elsewhere.\u00a0 Clearly we needed new leadership and renewed purpose.\u00a0 A search for a new chief executive officer began.\u00a0 There were a number of applicants for the job.\u00a0 Some were obviously not capable of leading a large and complicated organization while others had potential.\u00a0 Following a long and tedious process, the applicants were narrowed to two possible choices.<\/p>\n
Each of them was allowed to present their vision for the organization to the shareholders – those having the most to gain through success and the most to lose through failure.\u00a0 The shareholders voted for the vision that most appealed to them.\u00a0 It was the vision that provided direction and directly addressed how to correct the organization\u2019s most pressing problems.\u00a0 The vision placed success of the organization and welfare of the shareholders first noting that success of the business benefitted all \u2013 shareholders and their stakeholders like other businesses even other countries.\u00a0 It was a tried and true vision.\u00a0 One entity seeking wealth always produces wealth for others.\u00a0 Putting the age old and well defined purpose of the organization first and pursuing the principle driven vision was the greatest benefit for all.<\/p>\n
Across this massive organization was a passel of Vice Presidents.\u00a0 Their staffs were filled with many loyal career employees.\u00a0 Many of these VP\u2019s had their own future vision that did not support or lead to the CEO\u2019s vision.\u00a0 They were loyal to self, loyal to their perceived power base of career employees, loyal to influential groups who did not hold to the new vision of the corporation, and they were fiercely loyal to an ideology on which a corporation of such magnitude could never succeed.\u00a0 Some of them took to referring to themselves as the resistance.\u00a0 They were desirous of holding fast to failed ideology while resisting any change that could better the organization, benefit the shareholders, and point out for all their past failed approach.<\/p>\n
The shareholders were growing more vocal each day that the organization failed to move toward the vision.\u00a0 The CEO reminded all of the VP\u2019s that the shareholders voted for a vision and that it was their job to map out an acceptable course to reach it.\u00a0 Still it was becoming clear that too many of the VP\u2019s were beholden to things other than the vision of the CEO and were intent on delaying any progress ultimately painting the CEO as a failure.\u00a0 A major shareholder\u2019s meeting was called.\u00a0 Following the meeting each VP received a letter from them.\u00a0 The letter declared that if they did not show major progress toward achieving the vision during the coming months, they would be replaced \u2013 unceremoniously drop-kicked through the goal posts of life.\u00a0 The shareholders were not going to let this biggin\u2019 get away.<\/p>\n
\u00a9 2017 J. D. Pendry<\/p>\n","protected":false},"excerpt":{"rendered":"