Leadership and the Great Value Shift^©: recognizing and responding to change in a changing world

Abstract

Purpose

To improve the capabilities of senior leadership and operational personnel to recognize internal and external changes that are, and will, impact the success of the organization.

Design/methodology/approach

Observation, surveys, interviews and measurements.

Findings

All organizations go through specific and measurable stages of value to their stakeholders, associates, departmental managers, and customers. This shift is driven by external environmental change more than changes internally.

Practical implications

Organizational members will be better able to recognize and measure change to determine what resources are required to reinvent the entity.

Originality/value

This is a completely new model based on earlier works of organizational life cycles. The paper segments the five distinct stages to better align leaders' and associates' planning capabilities.

Citation

Simpkins, R.A. (2009), "Leadership and the Great Value Shift^©: recognizing and responding to change in a changing world", Business Strategy Series, Vol. 10 No. 4, pp. 221-228. https://doi.org/10.1108/17515630910976361