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Ratidzo Kufahakurambwi
Rediscovering your ceoship is a candid and honest way of reinventing and revolutionising the way how chief executives (CEOs) lead their organisations. It is an essential process in the 21st Century that every CEO must go through to build agile and sustainable organisations.
This process is a corporate immune booster and protects companies from institutional fatigue. A number of organisations have degenerated into dinosaurs and left it’s people on the shrines of poverty.
We don’t want companies that die at the burial of the CEO. We don’t want jelly fish invertebrate CEOs.
CEOs should think widely and wildy; think the unthinkable and do the impossible. This is the only way they can boost corporate immune system and survive the corporate shockwaves.
The secrets of ceoship
“We need to replace a worn out old model pump with a new model- 25 Horse Power ( HP) pump. But before we buy it, l would like to arrange for a meeting with you so that you can deliver a technical presentation on how your pump works and all the associated benefits and advantages of buying your 25HP over others.”
These were the words of the Chief Technical Manager of a certain mine in Midlands who spoke to one of my team at my Hardware.
I hardly get time to monitor this other business due to commitments from my speaking and training business.
That day only l decided to call the guy who had just received a call from the technical manager of the mine mentioned above.
Little did l know that the guy at my hardware had sent me a text message five hours ago relaying the words from the Chief Technical Manager who wanted a new 25HP pump for his mine.
When l arrived in the shop (hardware), one of my team told me that I have been booked for Wednesday by the Chief Technical Manager of a certain mine in midlands to deliver a technical presentation.
I picked up my phone and called the Technical Manager.
We agreed on date and time for me to deliver the presentation on the newly wanted 25HP pump.
The presentation was powerful and granted me a long lasting contract of supplying pumps and other equipment at his mines and other private properties.
This is my first time ever to talk about engineering in my transformational and inspirational business articles.
There is something that intrigued me when we went to see the worn out pump.
The CEO of the mine told me that the worn out pump was one of the best performing pumps and he did not expect that one day it will be like this- failing to pump the required flow of 30 cubic metres per hour, showing some signs of fatigue and pumping for one hour and call for a break!!!
This disappointed me but l was not surprised. This is a typical example of institutional fatigue and can happen in your organisation regardless of the business sector.
Hard & irritating truth to keep
No one bewitched this old pump. No one cursed it. It was now a creative genius of the past due to increased production capacity at the mine as it took a deep vertical direction.
If the pump was a human being, we could be accusing it for failing to foresee the need for REINVENTION.
Reinvention can only be successful if a leader focuses on circum-sight (use of hindsight and foresight) to ascertain for the likely behaviour in the near future.
The same is taking place is corporates where many leaders think that they are always up to date and they can still compete in today’s business markets using the past Horse Power ( HP) strategy .
Leadership is not permanent. If you finish your mission then you can excuse yourself from the position. God will decide what to do with you, or else wait for impeachment day, picketing day the day of capture by the masses. You will be useless like that old pump.
It is critical for business leaders to keep on checking on weaker points for further reinvention revolutions.
Here are ten points to ponder on as a CEO.
#RatidzoVintage
Forces of change are not sympathetic to our lack of knowledge; sickness or poverty.
Change does not fight or argue with anyone. It will just prove to you in silence that you are now in menopause and you have to reinvent or step down and allow new blood to run into the veins & arteries of the company
An arrogant ancient corporate genius can easily degenerate into institutional dinosaurs if it ignores change.
Change is never a thing of the past. It always ahead of us.
Change agents and leader accelerators do not wait to be replaced just like that old pump. They jump start corporate productivity through understanding times and developing a pro-active back up strategy rather than a reactive back up system which is always defeated by emotional strategies, emotional actions and emotional results.
A successful 360° corporate reinvention revolution can boost your corporate immune system and say no the so-called Corporate January Diseases, Covid19 effects.
Managers and CEOs must develop their own uncontested sophisticated ” business radar” and learn to see what is there beyond the headlights and over hill .
Who is going to be your new customer if the current customer would say no to your offerings?
Business shutdown is not always a function of economic meltdown. It is the current leadership that decides.
It is sometimes to a larger extend a true manifestation of the current leadership making. The battle is fought from internal coffers and won or lost on public platforms.
Organisational muscular is developed by the leading experts not the corporate disciples who always follow and follow behind. Netone & Telecel vs The Judochampion Masiyiwa of Econet.
Strive to be the industry template. This is the only way of squashing competition as opposed to making it irrelevant as harangued by Balmaster.
Invest in reinvention agility matrix-intels
The reinvention agility matrix measures the willingness and capability of individuals or organisations to seek out, humbly accept, diligently explore, and quickly adapt to incoming shockwaves within their industry and market place.
Willingness simply refers to the general attitude and degree of to which change is embraced . Ability refers to the skill- set and tool set strength of those confronting the need for quantum change.
Kate and Shane discovered four general responses, and types that manifest themselves when global shockwaves roll in .
When incoming shockwaves approach you or your organisation, which category do you traditionally fall into? And will that ne enough going forward in the 21st century? Beware of becoming a creative genius of the past!!
When shockwaves rock us, each CEO and his or her organisation is likely to be found in any on of the following categories. It is not by force or by might. It is by design: The Judo Champion, change agile, visually impaired, and the legally blind.
The Judo Champion (15 percent)
They are the champions of change. They pride themselves on being the first ones on the block to adopt new innovations. They are focused on making quantum improvements and ate thrilled by the idea of “change before you have to”
It better to be prepared by an opportunity and not have it than to have it and not prepared”
The change agile (45 percent)|
They have strong willingness and abilities in the reinvention agility matrix, but prefer to take wait and see approach. It is important for these people to understand the total benefit and ROI of the new change before they commit.
Visually impaired (35 percent)
These people want solid evidence that the new changes proposed ate the must-haves. They are not fond of change and are comfortable sticking with the status quo or just incremental improvement. They can be vocal in their opposition to new ideas and approaches, but given an ultimatum from management, they will become good soldiers and grin and bear it.
The legally blind (5 percent)
These leaders and employees will not change. They may nod their heads in agreement in a meeting, but they never change their underlying attitudes and hope they can wait out the new ideas. They will often try to create a coalition of others who feel the same way they do. In many cases, they use guerrilla warfare techniques of fighting in the shadows.
Rediscovering your ceoship is a candid and honest way of reinventing and revolutionising the way how chief executives(CEOs) lead their organisations. It is an essential process that each current CEO must go through. We don’t want companies which dies on the burial of the CEO. A CEO must see like a chameleon, think widely & wildy , think the unthinkable and do the impossible. This how they can survive the corporate shockwaves.
Stay tethered for the next article precisely for you and your organization!!
Ratidzo Kufahakurambwi is an author, professional speaker & public speaking trainer with vast knowledge, competence and proficiency in economic intelligence, leadership development, novel business intelligence strategies, personal productivity strategies, precision marketing and sales Intelligence, emotional intelligence coaching, professional & diplomatic public relations, business and cultural etiquette.
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