Organisational Change Management Volume 2

RCLs Often have Different Backgrounds from Many Top Executives

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. Background of many current top executives

- graduates in business administration, engineering, marketing and finance (including MBAs)

- focused on "left brain" ie logical, analytic and quantitative

- worked their way up the management ladder

- advance up the corporate ladder by delivering cost, revenue and earning results, and making smart decisions in a variety of management positions

- elitist by nature

- majority have spent their professional careers in 2 to 3 companies at the most

On the other hand. to be a change leader you need to be uncomfortable with the world, ie want something better. George Bernard Shaw stated that all change comes through the power of unreasonable people. The reasonable person adapt his/herself to the world. The unreasonable person persists in adapting the world to him/herself.

In addition to being resilient, bold thinkers, the change agent' s mindset required
"...specialising in the grey areas; the cracks between disciplines and the silos between conversations. Usually there is nobody that owns that space and hence there is no direct path to follow.  You have to be comfortable with the dark and have a lot of mental resilience to withstand the ambiguity..."
Gabriella Gomez-Mont has quoted by Rachel Botsman, 2016

Need to be experimental in the thinking of solutions, ie no set processes, methodologies, technology systems, toolkits, etc
Multidisciplinary teams are a good way of challenging each other's thinking as different disciplines will approach challenges differently and increase the chance of discovering more suitable alternatives

(source: Jon Katzenbach et al, 1997)