Replicating Reinvention

As an executive and organizational coach, I meet, talk with, and sometimes coach C-level executives who are in the process of creating dramatic changes in their businesses. The transformations are dramatic: shifting from a domestic to a global company; from a product-centric to a customer-centric company; and from a supply to a demand company. These are major changes and require total engagement of everyone in the organization, with each other and with the customers, to achieve success.

The common challenge expressed by these leaders is how to “turn the ship”: how to implement the new strategy and engage everyone when change calls for a new direction.

Replicating reinvention is about creating the networks and the forums for the organization to drive the process of transformation. At IBM, the ISC is an investment in a multiyear process of employee engagement. The success of the ISC business is in direct relation to the organization’s ability to drive the change process through their 19,000 employees.