A recent article in Forbes by Janet Balis, who works in EY’s Marketing Practice, summarized research that EY conducted with the University of Oxford and identified that emotions are a key determining factor in the success or failure of a business transformation. She went on to say that those with a CMO background may be well-suited to the collaboration, care, inspiration, empowerment, building skills, and leadership required for high-performing transformation. In other words, it is a familiar set of decisions for those of us who work cross-functionally, create impact at scale, and constantly advocate for customers.
That said, even those wired for or experienced in change, need help along the way, especially as they work across the organization to share vision and align motivations. When I wrote Well Made Decisions, I thought about the strategic decisions that businesses make and the processes and approaches that leaders employ before and after the decision and concluded decisions weren’t a finish line, but a starting line.
With this in mind, I have begun to expand my areas of practice to a broader set of tools and principles that I have found to be particularly effective and backed by research and results in companies large and small. Over the coming weeks, I will share more of what I am helping companies, CEOs, and leaders accomplish. If I can be useful to you in the meantime, as you are considering a strategic refresh, merger or acquisition integration planning, or process reinvention, do not hesitate to reach out and connect with me on LinkedIn.