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  • Article Check - Setting a Goal to Overcome Organisational Inertia

    The Most Important Management Skill
    I’ve been teaching management and leadership skills now for over 10 years to new managers and supervisors as well as to seasoned veterans.I’ve worked with some of today’s leadership and management thought leaders and researchers including Tom Peters, Dr. Warren Bennis, Dr. David Ulrich, and Dr. Henry Mintzberg.I’ve met, researched, and worked with some of today’s renowned leaders including Captain Mike Abrashoff (author of GrassRoots Leadership and former commander of the U.S.S. Benfold), General Tommy Franks (former commander of CentComm and author of American Soldier), and Sir Richard Branson of Virgin Group.I’ve t
    h all individuals and commercial operations reliant on a progressive and competitive policy and regulatory environment supported by targeted investme
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    Organisational inertia is like a cancer. It eats at personal ambition and genuine creativity. At first, it limits progress in organisations which eventually descend into a dysfunctional morass to be reorganised, down-sized or right-sized. In some cases, organisations do not survive.

    When that organisation is a very large employer, the collateral damage of organisational inertia is families and communities that rely on the income provided by the jobs that the organisation provides.

    When the organisation is an arm of government, the impact ripples much wider through all individuals and commercial operations reliant on a progressive and competitive policy and regulatory environment supported by targeted investmen

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    hich eventually descend into a dysfunctional morass to be reorganised, down-sized or right-sized. In some cases, organisations do not survive.

    When that organisation is a very large employer, the collateral damage of organisational inertia is families and communities that rely on the income provided by the jobs that the organisation provides.

    When the organisation is an arm of government, the impact ripples much wider through all individuals and commercial operations reliant on a progressive and competitive policy and regulatory environment supported by targeted investme

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    >

    When that organisation is a very large employer, the collateral damage of organisational inertia is families and communities that rely on the income provided by the jobs that the organisation provides.

    When the organisation is an arm of government, the impact ripples much wider through all individuals and commercial operations reliant on a progressive and competitive policy and regulatory environment supported by targeted investme

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    income provided by the jobs that the organisation provides.

    When the organisation is an arm of government, the impact ripples much wider through all individuals and commercial operations reliant on a progressive and competitive policy and regulatory environment supported by targeted investme

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    h all individuals and commercial operations reliant on a progressive and competitive policy and regulatory environment supported by targeted investment in infrastructure.

    Organisational inertia is characterised by an inability to make decisions, an overload of reports and analysis with no apparent action, a stop and start approach to executing tactics as strategy changes year on year or an inability to execute what appear to be robust strategies.

    From my experience, the key enabler of avoiding organisational inertia is having an unequivocal goal.

    Establishing a single, clear, simply communicated and often communicated goal is the first and most important element in constructing an organisational framework to avoid organi

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