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best practices in leadership development and organization change part 4

để giải quyết tất cả các vấn đề đáp ứng mọi cơ hội; pha loãng văn hóa FCG của và tầm nhìn nếu nó trở thành cần thiết để đi ra ngoài cho các vị trí nhiều chính; và chi phí tuyển dụng có khả năng quá mức (tiềm năng tiết kiệm 16 triệu USD qua một khoảng thời gian bốn năm bằng cách phát triển 160 nhà lãnh đạo nội bộ). | FIRST CONSULTING GROUP 125 names to solve all the problems and meet every opportunity dilution of FCG s culture and vision if it became necessary to go outside for many key positions and potentially excessive recruitment costs potential savings of 16 million over a four-year period by developing 160 leaders internally . The potential benefits and gains appeared to far outweigh any risks Improved market valuation and customer satisfaction Increased ability to navigate and take advantage of the changes being faced Ability to scale the organization to meet the challenge Succession planning vehicle Increased individual leader satisfaction Improved associate retention via a shared sense of common vision and strong leaders Survival of the organization Barriers Anticipating and Addressing Them The Task Force then anticipated what potential barriers might impede Leadership First s effectiveness with the intent of removing or at least minimizing them to smooth the program s implementation and success. The lack of a fully shared vision for FCG s future was identified as was leadership s tendency toward a shorter-term rather than a longer-term perspective. These key considerations would need to be resolved by the executive committee prior to the program s implementation. Although the professional compensation and development system incorporated individual project evaluations annual evaluation feedback and personal coaching for associates the absence of instrumentation tools and a 360-degree feedback process suggested that a general lack of self-awareness probably existed among many of the firm s mid and senior leadership. It was clear that one key design element would have to be the incorporation of comprehensive assessment and feedback for participants. It was also obvious that the vehicles for collecting the feedback data and conducting the assessment did not exist within the current processes and would have to be developed. Although these largely mechanical items required