Michael Nicholas offers the following royalty-free article for you to publish online or in print. Feel free to use this article in your newsletter, website, ezine, blog, or forum. ----------- PUBLICATION GUIDELINES - You have permission to publish this article for free providing the "About the Author" box is included in its entirety. - Do not post/reprint this article in any site or publication that contains hate, violence, porn, warez, or supports illegal activity. - Do not use this article in violation of the US CAN-SPAM Act. If sent by email, this article must be delivered to opt-in subscribers only. - If you publish this article in a format that supports linking, please ensure that all URLs and email addresses are active links. - Please send a copy of the publication, or an email indicating the URL to [email protected] - Article Marketer (www.ArticleMarketer.com) has distributed this article on behalf of the author. Article Marketer does not own this article, please respect the author's copyright and publication guidelines. If you do not agree to these terms, please do not use this article. ----------- Article Title: Change and Leadership: It's not all About the Credit Crunch Author: Michael Nicholas Category: Leadership, Strategic Planning Word Count: 501 Keywords: leadership development, leadership training, leadership skills, cultural change, corporate change Author's Email Address: [email protected] Article Source: http://www.articlemarketer.com ------------------ ARTICLE START ------------------
The credit crunch and world recession are old news. However, they have drawn attention away from another profound change in the economy that has been building up for quite some time - one that it is critical for leaders to recognise and respond to. The change I'm referring to is already having a dramatic impact on what it takes to be successful. In a little over a century, three great waves of technological change have broken over first world economies. These bursts of innovation fuelled the rise of manufacturing in the 1890s, mass production and national corporatism in the 1940s and 1950s, and high-tech entrepreneurialism in the global economy of the 1990s. Each of these pivotal events saw the demise of one type of economy and the emergence of another. Each changed the nature of work, the organisation of enterprises, educational methods, the places where people live, the role of government in promoting economic growth and social justice, and even traditional conceptions of family and morality. Each spread confusion and conflict as it took hold - but also ultimately led to vast improvements in people's quality of life. That cycle is repeating itself today, only this time at warp speed. Computers and the Internet are ubiquitous at work and at home. Bureaucratic organisations are yielding to decentralised networks, not only in the private sector but in the public one as well. National economies are being absorbed into a global marketplace open for business 24/7. Employment is continuing its shift from heavy manufacturing to new, knowledge-intensive ventures that scarcely existed a decade ago. Those companies and individuals that can't respond, or won't, will get left far behind. A recent McKinsey Global Survey highlighted the fact that the vast majority of executives believe their companies are facing a much tougher environment now than they were five years ago, with 85% saying that it is "more" or "much more" competitive. To compound this problem, a study by Harvard University discovered that for as far back in history as they could go, the pace of change has been accelerating every year. The world is changing at an unprecedented rate, and it is reasonable to assume that this trend will continue. These changes have unleashed tremendous creative energies and rapid economic growth, but they are also profoundly disruptive for many business leaders and their employees. The need to respond is intense, and many companies have a huge challenge because they have built up such a formidable set of rules, regulations, and chains of command that people can no longer communicate effectively. This rigid structure is not suited to keeping pace or encouraging employees to think outside their current activities. It smothers creativity and severely restricts the ability of the organisation to compete. Responding effectively to changes of this nature requires that flexibility and creativity are fostered throughout the organisation: from leadership development to the general workforce training. Such flexibility and creativity, instituted by a capable and effective leader, will establish a strong base to move forward and bring about the conditions for success. Michael Nicholas is a UK based author, leadership development coach, corporate trainer and professional speaker with almost 25 years of leadership experience. Get his 2nd book, The Effective Leadership Guide, FREE and with no obligation at http://www. leadershipdevelopmentnow.com. ------------------ ARTICLE END ------------------ [Non-text portions of this message have been removed]
