Transforming Your Leadership Culture

TRANSFORMATION 25

a problem with wearing two hats. You ’ re right. It does, and we
need to consider why.
Change management gets a lot of play in business books and
articles and academic theories. Much of the literature about
organizational core capability focuses on global competitive
ability and the associated management infrastructure required to
achieve it. A short list of organizational core capabilities would
answer the question, “ What few underlying, inherent charac-
teristics does this organization exhibit that make it effective? ”
Change management focuses mostly on external systems, struc-
tures, and processes.
Change leadership gets much less attention. We urge our cli-
ents continually toward a balance between change leadership
ability and change management skills — between leadership ’ s
creative change outcomes and management ’ s control - oriented
technical operations. That balance is basic to successful trans-
formation because both are required. Figure 1.1 may help you to
visualize it.

Core

Capabilities

and DAC

Leadership

Strategy

Business

Strategy

Leadership

Culture

Beliefs and

Practices

Systems,

Structure,

and

Processes

Ins

ide-O

ut

Outsid

e-I

n

Challenge for Change

Vision

Strategic Drivers

Implement Strategy

A Question of Balance

Change Leadership

Adaptive and Generative

Human Systems

Change Management

Technical Solutions and

Operations Systems

Figure 1.1 Leadership Culture and Organization

Transformation