Introduction - being the best
Why does our Board need to be the best?
Jack Welch former CEO of General Electric wrote, “When the rate of change on the outside exceeds the rate of change on the inside the end is in sight”
If your organisation is not continuously tuned to what is happening in the environment in which you operate, and if you don’t seek to be adapting at least at the same rate as that environment is, you run the risk of your organisation becoming irrelevant.
Hamel and Prahalad in Competing for the Future,
“Organisational transformation is an imperative for every enterprise. No [organisation] can escape the need to reskill its people, reshape its product portfolio, redesign its processes, and redirect its resources.”
It is the board’s role to initiate organisational transformation as highlighted by Jack Welch. Failure to continually focus on the future invites organisational irrelevancy.
Jack Welch former CEO of General Electric wrote, “When the rate of change on the outside exceeds the rate of change on the inside the end is in sight”
If your organisation is not continuously tuned to what is happening in the environment in which you operate, and if you don’t seek to be adapting at least at the same rate as that environment is, you run the risk of your organisation becoming irrelevant.
Hamel and Prahalad in Competing for the Future,
“Organisational transformation is an imperative for every enterprise. No [organisation] can escape the need to reskill its people, reshape its product portfolio, redesign its processes, and redirect its resources.”
It is the board’s role to initiate organisational transformation as highlighted by Jack Welch. Failure to continually focus on the future invites organisational irrelevancy.
