10 8 11 Fix the Problem

10 8 11 Fix the Problem -...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
  Fix the Problem, and Not Just the Symptoms By ADAM BRYANT Published: October 8, 2011 Marilynn K. Yee/The New York Times Joseph Jimenez, C.E.O. of Novartis, the pharmaceutical maker, says he learned in a previous job that you can't solve a problem if you can't get to its roots. Corner Office Every Sunday, Adam Bryant talks with top executives about the challenges of leading and managing. In his new book,  " The Corner Office " (Times Books), he analyzes the broader lessons that emerge from his interviews with more than 70  leaders.  Excerpt » More ‘Corner Office’ Columns » Subscribe to Corner Office via RSS »    Q.  What are the most important leadership lessons you’ve learned?   A.  One occurred when I was a division president of another company. I was sent in to turn  the division around after four years of underperformance.  It was a declining business.  And  when I got there, I completely misdiagnosed the problem.  I said: “Look.  We’re missing our  forecast every month.  What’s wrong?”  I brought in a consulting firm, and we looked at  what was wrong.  And the answer was that we had a bad sales and operations planning  process, where salespeople, marketing people and operations people were supposed to come 
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
together and plan out the next 18 months and then forecast off of that.  So I said: “O.K.   We’re going to fix this.  We’re going to have the consulting team come in and help us make  that a better, more robust process, with more analytics.”  And it turned out it wasn’t at all about analytics.  Because once we did that, and we put that  new process in place, we still continued to miss forecasts.  So I thought, “Something’s really  wrong here.”  I brought in a behavioral psychologist, and I said: “Look, either I’m  misdiagnosing the problem or something’s fundamentally wrong in this organization.  Come  and help me figure it out.”  She came in with her team and about four weeks later came back  and said: “This isn’t about skills or about process.  You have a fundamental behavioral issue  in the organization.  People aren’t telling the truth. So at all levels of the organization, they’ll  come together, and they’ll say, ‘Here’s our forecast for the month.’  And they won’t believe it.   They know they’re not going to hit it when they’re saying it.” The thing she taught me — and  this sounds obvious — is that behavior is a function of consequence.  We had to change the  behavior in the organization so that people felt safe to bring bad news. And I looked in the  mirror, and I realized I was part of the problem.  I didn’t want to hear the bad news, either. 
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 02/22/2012 for the course CSR 309 taught by Professor Staff during the Fall '08 term at Purdue.

Page1 / 5

10 8 11 Fix the Problem -...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online