Transforming Your Leadership Culture

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TRANSFORMATION

Can It Be Done?

We can easily forgive a child who is afraid of the

dark. The real tragedy of life is when men are afraid

of the light.

— Plato

In 2002, Technology Inc., a high - tech manufacturer of precision
tools, pushed its chips into the center of the table and went all
in. Already number one or two in niche markets, the company
wanted to keep that position and develop new product lines. At
stake was the company ’ s hope for the future: to become more
innovative and create a better working environment for all
employees. The company gambled that it could shift its struc-
ture from a traditional hierarchy — a command - and - control,
vertical structure — to a fl at, customer - focused, process - centered
organization. It committed to transforming its leadership culture
as a means of transforming the organization itself. The game ’ s
last card — the river of dreams — was revealed only after much
dedicated work, but the wager paid off. Among Technology
Inc. ’ s organizational winnings, which are still being tallied, are
these:

Turnover rates that dropped from double - digit numbers to

near zero

Previously poorly performing plants suddenly making and

sustaining group - variable compensation