• Deep Dive Leadership & Culture with iCoachAndrew

  • 著者： Andrew Tani Sr.
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Deep Dive Leadership & Culture with iCoachAndrew

著者： Andrew Tani Sr.
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  • Your business is profitable. Good. You could be making more. But you're not. That's inertia. Inertia is the inevitable impact of your decision to use command and control (the organisational chart) as the primary--and sometimes the only--reference to inform and guide the relationships of people at work. For the benefits that you derive from each of the four key features of command and control, there are corresponding trade-offs. Organisational development and change management remedies have been applied over decades to remedy the trade-offs. These remedies have addressed mainly the symptoms. Until now they give only incremental relief. Where can we find the remedy for organisational inertia?
    © 2024 Deep Dive Leadership & Culture with iCoachAndrew
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あらすじ・解説

Your business is profitable. Good. You could be making more. But you're not. That's inertia. Inertia is the inevitable impact of your decision to use command and control (the organisational chart) as the primary--and sometimes the only--reference to inform and guide the relationships of people at work. For the benefits that you derive from each of the four key features of command and control, there are corresponding trade-offs. Organisational development and change management remedies have been applied over decades to remedy the trade-offs. These remedies have addressed mainly the symptoms. Until now they give only incremental relief. Where can we find the remedy for organisational inertia?
© 2024 Deep Dive Leadership & Culture with iCoachAndrew
マネジメント リーダーシップ 就職活動 経済学
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    Pada tanggal 3 Agustus 2022, Hadi mendapat penugasan dari Direktur SDM Pegadaian untuk pindah dari Pemimpin Cabang Alas Kanwil Denpasar menjadi ke Pinca Cabang Dompu.

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    Disitu ia mendengarkan kisah mantan Direktur Utama BRI, Dr. Sofyan Basir, yang dikenalkan oleh pemateri dan mitra kerja Transformation Office, Andrew Tani, Sr., CEO AndrewTani & Co., sebagai Quintessential Manager-leader yang secara alamiah mempraktikkan manage by head, lead by heart.

    Disampaikan kisah mengenai bagaimana Dr. Basir memimpin sebuah cabang Bank Bukopin yang terus merugi menjadi cabang dengan kinerja terbaik. Dengan menerapkan kaidah manage by head, lead by heart, yang penerapannya menuntut faham terhadap kebijaksanaan nguwongke. 

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