Insurmountable? Or business as usual…
Sometimes organisational consulting feels like swimming in treacle.
With good reason!
Eleven reasons why one consultant left organizational development consulting after much success.
- Leadership is inept in that key people are not serving as avatars of the behavior they are seeking in others.
- Team building is sought when, in actuality, the organization has committees and needs committees, not teams.
- There are silos headed by powerful people defending turf.
- Problem solving is prized over innovation and “black belt nine delta” nonsense takes over people’s minds like a bad science fiction movie from the 50s.
- There is excessive staff interference instead of support, typically from HR, finance, IT, and/or legal.
- There are too many meetings that take too long and are overwhelmingly focused on sharing information, the worst possible reason to have a meeting. The organization’s talent and energy are squandered internally instead of applied externally.
- The customer’s perceptions of the organization’s products, services, and relationships are different from the organization’s perception.
- The reward and feedback systems are not aligned with strategy and are not encouraging and discouraging the appropriate behaviors.
- Strategy and planning are mistaken for each other.
- Career development and succession planning are not wedded.
- The organization is bureaucratic, in that is focuses on means and not ends.
Reprinted with permission from Million Dollar Consulting® Notes © Alan Weiss 2008. All rights reserved.
