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Evolving the enterprise for a new era target ceo michael fiddelk starat at company company an interlan twenty years later
As he prepared to assume the top role
He spoke to hbr executive about a common challenge
Preserving what makes an organization successful
Acadapting it for what s next
Here are his lessons for balancing stability and reinvention
Know what makes you successful before pursuing change identify the strength
Iprentiate your organization reinvention works best
When it as angered in a clear understanding of what your company does exceptionally well be cananded about what isn't working
Respecting a legacy doesn't mean defending every past decision acknowledge
Where performance has fallen short
And where change is needed
Clarity creates urgency reduce complexity as you grow success
Often creates layers of processes
Priority
Orities and responsisibilities and responsibilities simplify work eliminate friction and make it easier for people to execute consistently listen to the people
Closest to the work
Employees often have the clearest view of what ask slowing the organization down ask questions seek input
And use their insights to guide change efforts focus on a few prioriorities
Reinvention doesn't require doing everything at once define the outcomes
That matter most and align decisions
Resources and communication around them
