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By Jategaonkar A.V.
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There is nothing that undermines a new culture more surely than tolerating a senior leader who does not align with the values and does not model the culture. [18]C Fox, ‘The born again CEO', AFR Boss, May 2003, p. 40. Conclusion Today there are great expectations placed on leaders to transform cultures. Apart from strategic necessity and competitive reality, much of this is driven by the new workforce and, most particularly, by the talented workers who are so keenly sought by global companies. Starting with Generation X, but now generally demanded by large and growing sections of the workforce, employees no longer respond to the management techniques so long tolerated by the baby boomers.
Once an organisation has lifted its performance so it can survive in a competitive world, it must then apply its collective intelligence to winning in an environment where knowledge is the most valuable asset, and where advantage comes from bringing innovative products and services to the marketplace. At the same time, the organisation will begin to utilise its knowledge more effectively to customise its goods and services to meet specific customer needs. In order to implement the ‘smarter' strategy, the organisation must create a learning culture with: • prime characteristics-knowledge and systems for collaboration • underpinning values-innovation and respect for others.
The older people who have been locked in their ways don't change fast enough. It's not their age. [4] McFarlane embarked upon a transformational change program when he took on the challenge of shaking up bank structures, changing management attitudes and pushing empowerment down to the front line. [5] McFarlane now talks about energising people and he challenges his managers to imagine what could be achieved if all of their people were energised and passionate about customers and performance. He sums up his personal philosophy as: ‘Basically, I want to put great people in place and leave them alone'.