A certain amount of leadership conflict is to be expected in any large digital transformation programme. Sometimes, it is actively encouraged to avoid the leadership team descending into groupthink. Tension at the top and the mask of corporate ambiguity are ever-present risks to transformational change This tension at the top often stems from the fact that senior leaders have reached these positions of authority precisely because they have very strong and very clear views on what they believe is right for the transformation initiative – they also have very strong and very clear views on most things. So far, so good. A bit of leadership friction stops the executives developing the illusion of invincibility and allows ideas to be challenged to the benefit of the transformation. But… Differences of opinion between leaders can result in each using subtle nuances in wording when communicating strategy and requirements to those that are tasked with implementing the transformation strategy, and this is where problems can occur. The mask of corporate ambiguity (Please note: corporate ambiguity is distinct from corporate amnesia – the ability of some to forget what they have told you previously, at a time that is most convenient for them […]
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