I've been involved in thirty or more of these situations. At one time I was general manager of discontinued operations for a previously Fortune 200 company with 90+ divisions. There were no happy endings.
To use a chess metaphor, there is more to this than one move — pawn to king four.
foundations for future directed decisions:
Before jumping into specific actions, briefly explore some thinking tools
Turn around from The Daily Drucker
Broken Washroom Doors: Drucker said the problem of having people in positions where they do the least amount of good exists everywhere, but it is more rampant in hospitals, churches, and other nonprofits than in corporations.
To raise productivity in most any organization managers should regularly assess their key people, their strengths, and the results they achieve.
Then they should ask themselves:
“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker
The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure …
“Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …
These pages are attention directing tools for navigating a world moving toward unimagined futures.
It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.
Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point
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