Engineering changes within an organization is a complex task with many moving parts. There are technological advancements, faster methods for decision making, and changes in global markets that all contribute to making the right choices for change. None of these factors come without their fair share of risk, and the risk centers around doing things differently than they were done before. In other words, continuous change requires an understanding of the continuous risk involved with change. It is not a simple matter of making a decision to move in a new direction, but gaining the support of everyone involved to get you there.
Michael Bonsignore, CEO of Honeywell, and Gordon Bethune, CEO of Continental Airlines, spoke with MBA students of the Fuqua School of Business at Duke about how they both dealt with major changes in their companies, markets, and mergers (in the case of Honeywell and Allied Signal). Both leaders in their respective industries, Bonsignore and Bethune touched on how they handled major changes to move their companies forward through tough times and financial uncertainty. Throughout this interview there was a common interest in how these leaders lead their companies forward while implementing huge changes in the structures of their companies. This common interest was focused on changing the culture of their company identities.
In the case of Honeywell/Allied signal there was a clash of cultures merging together in the hopeful efforts of increasing productivity, making better products, and reinventing long term cultures into a new blended mission, a huge task considering the size and scope of both Honeywell and Allied Signal. Bonsignore made a very clear statement that those who help this new culture vision prosper will be rewarded and those who work against it will suffer. This decision and strategy defines the company's seriousness on moving forward as a new entity with new goals, vision, and direction. In my opinion, this is the paramount effort of a leader who says to his/her people, "You are either with us or against us. Get on the bus, or we will leave you behind". This puts the choice of change in the employees court. Work together to create something new and better, or get out of the way.
Both Honeywell and Continental have their barriers to their respective visions and goals. Rapid market shifts, economical fluctuation, technological advancements, and a whole bunch of employees to buy in to the changes being implemented. Both CEOs shared similar view points on how they over came these barriers. They got their people on board and helped them believe change was possible. Neither were afraid of making mistakes, and both of them emphasized the importance of learning through making them. Both CEOs credited their employees with the successes of their businesses. The focus on customer satisfaction also resonated with both of these leaders. Taking care of the people they serve, both internal and external, was Bonsignore's and Bethune's main focus, and this is the essence of their effective leadership styles.
Change hardly ever comes easy and without a price. Technology is expensive, restructuring an organization costs jobs, and creating a new culture or identity within an organization takes time and leadership. The examples Bonsignore and Bethune offer their companies are centered around a strong confidence that the vision and direction of change is important and good for the company. They live what they believe, and they both set the example for their organization to follow. This example is how I will focus on leading my small business forward. Whatever direction or vision I feel is going to be the best decision for the company, our customers, and our employees will be my personal driving force and dictate how I conduct myself as their leader. Changing the culture of an organization, large or small, starts with the leadership. Every decision I make, every change I implement, and every action made must reflect the overall vision and goal of the company. Change is a good thing, and getting your people behind it is the only way to make change work effectively.
Michael Bonsignore, CEO of Honeywell, and Gordon Bethune, CEO of Continental Airlines, spoke with MBA students of the Fuqua School of Business at Duke about how they both dealt with major changes in their companies, markets, and mergers (in the case of Honeywell and Allied Signal). Both leaders in their respective industries, Bonsignore and Bethune touched on how they handled major changes to move their companies forward through tough times and financial uncertainty. Throughout this interview there was a common interest in how these leaders lead their companies forward while implementing huge changes in the structures of their companies. This common interest was focused on changing the culture of their company identities.
In the case of Honeywell/Allied signal there was a clash of cultures merging together in the hopeful efforts of increasing productivity, making better products, and reinventing long term cultures into a new blended mission, a huge task considering the size and scope of both Honeywell and Allied Signal. Bonsignore made a very clear statement that those who help this new culture vision prosper will be rewarded and those who work against it will suffer. This decision and strategy defines the company's seriousness on moving forward as a new entity with new goals, vision, and direction. In my opinion, this is the paramount effort of a leader who says to his/her people, "You are either with us or against us. Get on the bus, or we will leave you behind". This puts the choice of change in the employees court. Work together to create something new and better, or get out of the way.
Both Honeywell and Continental have their barriers to their respective visions and goals. Rapid market shifts, economical fluctuation, technological advancements, and a whole bunch of employees to buy in to the changes being implemented. Both CEOs shared similar view points on how they over came these barriers. They got their people on board and helped them believe change was possible. Neither were afraid of making mistakes, and both of them emphasized the importance of learning through making them. Both CEOs credited their employees with the successes of their businesses. The focus on customer satisfaction also resonated with both of these leaders. Taking care of the people they serve, both internal and external, was Bonsignore's and Bethune's main focus, and this is the essence of their effective leadership styles.
Change hardly ever comes easy and without a price. Technology is expensive, restructuring an organization costs jobs, and creating a new culture or identity within an organization takes time and leadership. The examples Bonsignore and Bethune offer their companies are centered around a strong confidence that the vision and direction of change is important and good for the company. They live what they believe, and they both set the example for their organization to follow. This example is how I will focus on leading my small business forward. Whatever direction or vision I feel is going to be the best decision for the company, our customers, and our employees will be my personal driving force and dictate how I conduct myself as their leader. Changing the culture of an organization, large or small, starts with the leadership. Every decision I make, every change I implement, and every action made must reflect the overall vision and goal of the company. Change is a good thing, and getting your people behind it is the only way to make change work effectively.
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