|
|
Accelerate:
Be unfailingly respectful. Always remember that… bumps are normal, due to human nature and the way hierarchies work.
|
101 |
|
|
Accelerate:
Change is not easy. We all know that. Larger-scale, strategically important change can be horrendously challenging.
|
109 |
|
|
Accelerate:
Although we often talk about this challenge in terms of specifics … the core problem is always about people.
|
109 |
|
|
Accelerate:
We cling tenaciously to what we value and fear might be lost. To behave otherwise is somehow less than human.
|
110 |
|
|
Accelerate:
Urgency… means that significant numbers of people wake up each morning and have… a compelling desire to do something to move the organization toward a big strategic opportunity.
|
112 |
|
|
Accelerate:
When people have a true sense of urgency around a big strategic opportunity, they instinctively look for something they can do each day to push the enterprise…
|
112 |
|
|
Accelerate:
People never admit to being complacent. No one will tell you that strategic complacency is a good thing. But the world is filled with it…
|
114 |
|
|
Accelerate:
…a management-driven hierarchy systematically creates competitive complacency, and, when the pressures are great, false urgency.
|
116 |
|
|
Accelerate:
Silos limit access to information about the big picture, and certainly any big-picture opportunities or threats.
|
116 |
|
|
Accelerate:
Feelings, the thinking goes, are not easily managed and can muck up the stable reliability of the system more than help.
|
117 |
