Secrets to Business Transformation: The Seven Deadly Sins - Slide 6

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The new organization is a workspace with no walls. Leadership styles of the past cannot conform to the unbounded workspace commanded by remote employees, portable tablets, portable computers, and worldwide internetworks. Hierarchical management techniques and paradigms are breaking down. You may try to bend the iron bars of the hierarchical organization to make it “look” better — but if you aren’t practicing true servant leadership, you won’t be able to attract the talent it takes to compete in the transforming marketplace. Servant leaders are powered by a desire to serve others, and they forget themselves, and this is the source of their undying energy and success. They do not come to this easily but through self-doubt, suffering, ridicule, and even pain. Yet they are among us, and we should realize that we cannot judge anyone in our organization to be inadequate, of not having ideas to transform the world around them. Our purpose is to nurture and to find the goose that lays the golden eggs rather than be in the business of ideas. Be in the business of nurturing people with ideas, and the ideas will flow.

Having covered the IT industry and written about IT professionals for over 20 years, Don Tennant has seen what happens when the C-suite in a company tries to undergo some sort of business transformation without IT having a seat at the table. So he was recently gratified to learn that an IT guy has written the book — or at least one of them — on the topic.

Mohan Nair, chief innovation officer at Cambia Health Solutions in Portland, Ore., is a computer scientist with stints at Intel, Mentor Graphics and a few other IT companies under his belt, and now he’s the author of “Strategic Business Transformation: The 7 Deadly Sins to Overcome.” Nair’s premise strikes Don as a logical one: That effective business transformation won’t happen unless business leaders give employees a cause to believe in. Here’s an encapsulation of those “deadly sins” that Nair says must be avoided in this cause-driven approach.

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