HERE IS AN ODD BLIND SPOT TO THINK ABOUT
Most organizations have task forces and major projects and one-time summits and ad hoc committees working on a regular basis. They contribute to move many goals forward. I'm raising the caution to look at how many are at work in your company and how close are you to what they are doing. Are they superfluous or have they taken over running the company. Neither is OK. What do you as top leader want and expect from them?
Here is food for thought.
Are projects doing the most interesting work in the company?
If they are, are you giving enough time to guiding and supporting them?
Is the work of your major functions diminished by the "extraordinary" working groups?
Where does the major energy and oomph of your company reside?
Do functions get the boring day to day work and cross-functional groups get the crucial business building work?
If so, do you need to look at your structure? How could a different structure support the work that is now "extra-ordinary" to fold it into the mainstream?
Are the same favored high potentials put into this project work?
Do you need that talent fully engaged in the day to day?
Are Initiatives killing your core business?
Is your core business so stuck that you are tilting at windmills hoping for a lucky hit with special initiatives?
New projects and initiatives can be invigorating if the content is right and the resources managed well. They can also create organizational fatigue and become a drag on the business.
So food for thought on a possible odd blind spot.
Most organizations have task forces and major projects and one-time summits and ad hoc committees working on a regular basis. They contribute to move many goals forward. I'm raising the caution to look at how many are at work in your company and how close are you to what they are doing. Are they superfluous or have they taken over running the company. Neither is OK. What do you as top leader want and expect from them?
Here is food for thought.
Are projects doing the most interesting work in the company?
If they are, are you giving enough time to guiding and supporting them?
Is the work of your major functions diminished by the "extraordinary" working groups?
Where does the major energy and oomph of your company reside?
Do functions get the boring day to day work and cross-functional groups get the crucial business building work?
If so, do you need to look at your structure? How could a different structure support the work that is now "extra-ordinary" to fold it into the mainstream?
Are the same favored high potentials put into this project work?
Do you need that talent fully engaged in the day to day?
Are Initiatives killing your core business?
Is your core business so stuck that you are tilting at windmills hoping for a lucky hit with special initiatives?
New projects and initiatives can be invigorating if the content is right and the resources managed well. They can also create organizational fatigue and become a drag on the business.
So food for thought on a possible odd blind spot.
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