Topics: organizational problem solving, leadership legacy, polarity management, Managing Change, leadership transition, change, Maestro-level Leaders, The Third Turn, Maestro, Future Value, leadership culture
Topics: process consulting, Financial Leadership, organizational development muse, Convene, Mark L. Vincent, Design Group International, behavioral economics, steward leadership, organizational problem solving, organizational decision making, Executive peer-based advising, long term decision making, society for process consulting
In the past couple of posts (but fanchising seemed so simple, and getting to third with the triple bottom line ) I've paid attention to the problems of leading in an associational system, where multiple smaller entities work together to create a larger one. The ability to achieve together more rapidly and at a reduced cost makes associating an extremely attractive option as one builds an organization. And yet, more often than not, the association is formed and then governed out of a self-centered mutuality that it is as a set of partners in a jointly owned enterprise of the whole.
In short, the participants in the association--whether franchisor or franchisee--advocate for decisions and strategies that benefit their individual bottom line rather than appreciate what it means for the bottom line of their partners, or for all of them together as a united whole. They function as an owner of "my business" rather than as an owner of "our business." I'd add here that this pespective often grows when an individual player cares more for the immediate time horizon instead of seeking long-term value creation of the whole.
Topics: process consulting, franchising, associational systems, organizational development muse, Mark L. Vincent, Design Group International, organizational problem solving, organizational development resources
Many folks who get started in some sort of associational arrangement, be it a franchise, chartering a club with a national organization, establishing a congregation connected to a denomination, or simply licensing some intellectual property, do so thinking that pooling resources makes sense.
Topics: organizational development consulting, Mark L. Vincent, Design Group International, Whorled Viewz, organizational clarity, organizational problem solving, organizational decision making, leadership clarity
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