Creating the Guiding Coalition
Major transformations are often associated with one highly visible individual. Consider Chrysler’s comeback from near bankruptcy in the early 1980s, and we think of Lee Iacocca. Mention Wal-Mart’s ascension from small-fry to industry leader, and Sam Walton comes to mind. Read about IBM’s efforts to renew itself, and the story centers around Lou Gerstner. After a while, one might easily conclude that the kind of leadership that is so critical to any change can come only from a single larger-than-life person.
This is a very dangerous belief.
Because major change is so difficult to accomplish, a powerful force is required to sustain the process. No one individual, even a monarch-like CEO, is ever able to develop ...
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