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Merger? Acquisition? New Leadership? When change is eminent where should it begin?

In an ideal world change would occur linearly – changing goals then culture followed by structure and work processes – textbook if you will, but in my professional experience things very seldom occur linearly, logically or how they are supposed to happen.  When there is a fundamental change in the leadership structure of an organization the first thing that comes out of alignment is culture.  Whether it is rapid growth and transition from a small enterprise to a mid-size corporation or strategic acquisition, the ability to take a group from certainty through uncertainty and back to certainty is one of the most difficult challenges leadership can face.

When embracing a new identity or re-branding both externally and internally it allows leadership to develop a compelling reason why the changes are necessary and tap into the motivation of each and every employee to join a movement and be part of the creative process. It is very rewarding to see the culture slowly shift and to see people begin to buy into programs and in the process become themselves agents of change embracing new technology, new physical environment and in some cases new reporting structures and work processes.

It is important for the leadership to allow each division to develop their own goals whenever possible. These will contribute to their ownership which in turn align with the overall corporate goals.   Setting up SMART (specific, measurable, realistic, attainable and timely) goals is vital to success.  Vision, mission and culture awaken the “Why” in an organization: why it does what it does.  Goals are the “How” it will go about it.

Redefining or re-aligning reporting structures if needed would organically follow.   This will allow the development of proper reporting structures as well as define responsibilities and accountabilities for all the resources needed to accomplish the goals and objectives and the department level as well as the individual level.  Once the structures have been defined the day to day work processes fall into place.  It is at this level that actual responsibilities and boundaries of influence are established.

In today’s global economy and ever changing technologies, organizations need to have a clear yet flexible vision of who they are what they stand for.  Making sure investments are made in keeping skills, processes and technologies up to market standards or better and always being acutely aware of environmental, political, technological and market changes can be the difference between success and a missed opportunity.

Carolina Billings

Carolina Billings

Carolina M. Billings is an executive with 15+ year’s leadership experience in the fields of Business Development, Human Resources and Finance. As CFO-CHRO of a multi-million business conglomerate, she performs a truly interdisciplinary role within a portfolio of diverse industries ranging from Supply Chain, Logistics & Distribution, Wealth Management, Furniture Import, Sales & Distribution as well as Interior Design. She champions leadership initiatives as well as empowering and coaching/mentoring others to lead. Developing a hybrid of Finance and Human Resources has enable her to become leading business partner. Her great ability to influence and engage others in the pursuit of goals and objectives makes her a true innovator and change agent. Carolina is currently pursuing her Masters in Interdisciplinary studies with Royal Roads University, She holds Graduate Certificates from Cornell University and Queen’s University in the fields of Change Management and Leadership. She is a Co-Active Professional coach currently doing her practicum towards Certification with ICF. She holds a CHRL designation and a High Honor’s HRM Graduate Certificate. Carolina is the founder of Big Fish Coaching a private practice specializing in personal leadership, career coaching, conflict resolutions and life change management.
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