If you want to achieve dramatic change in mindset and behavior, the fastest way is through provocation. By provocation, I mean deliberately evoking a visceral emotional response in others. There is nothing wrong with provocation if you do it right. It’s just that, as a leader, you ought to be provocative, but never a provocateur—the two are not the same.
On February 5th, I conducted an on-stage conversation with LVMH Louis Vuitton Moët Hennessy Japan President, Norbert Leuret, for both the American and French Chambers of Commerce at the Tokyo American Club. Here are my takeaways from that conversation.
All strategic plans are perfect on paper in a theoretical static world. However, no strategic plan ever survives confrontation with the ever-changing realities of business and your perception of them. A robust strategy is one that can adapt rapidly to change in the environment as well as to change in your understanding of that environment. Below are three behaviors and practices for robust strategy common to my most successful clients.
The scarcest resource in a business today is not talent, money, or technical ability, but rather independent thought and the courage to act on it.
I define culture as norms of behaviors based on shared beliefs. When a leader says he or she wants to change the culture of his or her company, the ultimate goal is always to change norms of behaviors.
If I want to understand the culture of a company, all I need to do is observe which behaviors are encouraged and rewarded, which are discouraged and penalized, and which are the behaviors to which people are indifferent. I can understand the beliefs that drive those behaviors by asking questions.
The currency of discipline is choice, and that choice is yours to make.
Change management is ostensibly a practice to help people in an organization make a transition as a result of a disruptive organization change.
However, disruption need not be disruptive if disruption is part of your discipline.
On April 3rd, I conducted an onstage conversation with Visa Japan Country Manager, Seiji Yasubuchi, at the Tokyo American Club for the American and French Chambers of Commerce in Japan. We had a full house!
Here are my takeaways from my discussion with Seiji.
Return on investment of overseas acquisitions made by Japanese companies, with some exceptions, is feeble by large and at times disastrous.