#4 Going fast or going far

26 May 2019 | < 1 min read


The main role of an organisational developer is to find an answer to the following question:

What framework do we create as an organisation, so that people can work optimally towards the corporate goal, today and in the future?

Many leaders have a predominantly commercial understanding of the answer to this question leading them to address finances, as well as structures and processes first.

That´s the reason why restructuring (changing organisational structure and processes) is a popular organisational development tool as this approach gives a feeling of tangible control. However, in my experience, although many leaders often implement well thought structural changes to achieve results,  they are often not satisfied with the outcome. 

The inadequate consideration of the so-called “mild” factors, i.e. the people and the corporate culture, are usually the reason why restructuring and transformation efforts are not successful.

Even if you want to, you usually can’t just switch people every time you restructure or change your business strategy. Most of the time, you have no choice but to continue working with the people you have. This means you need them to understand the new strategy, support it voluntarily and evolve according to the changed requirements. It is your employees who form your organisation and implement your strategy, not you. Your role as a manager is to design the framework and conditions in such a way that you do not lose your employees in the process. It requires both a lot of clarity and conscious efforts towards culture change, -depending on your organisation archetype they might not be the same.

And it requires some humility.

If you want to go fast, go alone. If you want to go far, go with others.

African proverb

You find more advice in my Corporate Coaching!


Written by Drissia Schroeder-Hohenwarth

Transformative Coach for Leaders, Teams and Organisations with a fascination for the endless potential of the mind.

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