This preview shows page 1. Sign up to view the full content.
Unformatted text preview: ating employees in executing a new strategy like Blue
Ocean Strategy. Once a company is awakened to the need for change, managers must ensure that their
employees act in a direct, meaningful and sustained manner. Too often breakthrough strategies fail because
front-line employees fail to execute them properly. This is often the result of business leaders issuing grand
strategic visions through massive top-down mobilization initiatives that are often a cumbersome, expensive,
and time-consuming process. Particularly given the wide variety of motivational needs in most large
companies, these overarching strategic visions often inspire lip service instead of the intended action.
Instead of diffusing change efforts widely, tipping point leaders follow a reverse course and seek mass
concentration over mass mobilization to overcome the motivational hurdle. They focus on three factors
of disproportionate influence in motivating employees: kingpins, fishbowl management, and atomization.
View Full Document
This note was uploaded on 10/21/2012 for the course ECON 45 taught by Professor Mikel during the Spring '12 term at Art Institute of Atlanta.
- Spring '12