Most Popular in:


Email This Item! Print This Item!

Handling the Business of Change

By: David Suzuki
Posted: August 23, 2010, from the September 2010 issue of Skin Inc. magazine.

page 2 of 3

What about voluntary change? Again, it gets a bit scary if the boat is sailing smooth to voluntarily initiate change. On the other hand, if you do not lead change, it will happen on its own outside of your control, in an arbitrary fashion. If you are not the person who implements change, you then become the follower of another’s change. Which is the path of a person moving forward?

Offensive business strategy

An offensive business strategy means that you are aware of your objectives and measurements that confirm these objectives; you are consistently evaluating the methods used to reach your goals; and you are prepared to change or modify your methods if they are found to be ineffective during your review. In short, you are taking charge.

By educating your team on the objectives, the evaluation of the measurements, and commenting and coaching on methods and performance, you are effectively leading and working an offensive business strategy. The opposite of this is complacency, which leads to arbitrary decisions and a business environment that will keep you busy forever, chasing and defending.

A defensive business environment is erratic, unpredictable and constantly in emergency mode. Simple rudimentary tasks become deal-breakers and commonly evolve into situations that absorb significant amounts of time and resources. These environments are not only uncomfortable, they are exhausting and stressful. Worst of all, they do not allow the business to focus on what it does best.

Without a crystal ball, what choice do you have? How can you plan for a future that remains a mystery? Accept change, understand change, and realize it is a key and vital component of every successful business. Although it can sometimes seem erratic, nearly all change occurs with discernible patterns of trends and often cyclical similarities. Preparing for the known makes sense, and allows you the ability to seize the opportunity of real change, in real time, when it is needed.

The devil is in the details