Half Measures Inadequate As Modern Global Organizational Culture Keeps Beckoning
By Mwangi Wanjumbi Newtimes B. S. Chief Consultant/Trainer
Following last week’s piece on Global Business Leadership, it may be necessary to drive a few points home, using a localized real life example. It is also an opportune moment to bring out some lessons on how the forces of change as well as attitudes, continually inhibit personal and organizational progress.
Thus, in the mid 90s, just as the economic liberalization was taking shape, there was a manufacturing company, which will conveniently be referred to as Mashindano Limited. It was a highly progressive company that had been in business since those days of the Second World War. It was manufacturing goods for both domestic and commercial consumption, largely using locally available raw materials. The company had numerous employees spread around most of the major towns in Kenya.
Mashindano Limited was locally owned and had a complex shareholding structure. The leadership largely comprised of Kenyan experts, including the MD who was a local Mzungu. But, the new economic realities seemed to have started impacting negatively on Mashindano Limited. It no longer enjoyed the monopoly that was seemingly driving the business in the earlier days. The forces of change driven by new entrants had already infiltrated the markets through individuals and small businesses.
The products of Mashindano Limited were gradually becoming unattractive to the market, for varying reasons. Alongside, a crises management situation that was occasioned by blame games struck the company. The marketing director was accused of not selling. The production director was continually stocking each and every available storage space, even when it was clear that the goods were not moving. The financial director had little or no money to account for, safe for the continuously increasing debts.
All the while, none of the executives was courageous enough to confront the real challenge – business leadership. Could they have through the blame games have been fighting for the downfall of each other, the winner taking the remnants of the earlier strong company? Eventually, a seemingly inactive strategic investor acquired an opportunity of filling the glaring leadership gaps.
In brief, the ownership structure of Mashindano Limited was immediately changed, through the machinations of the strategic partner. All the combatants were sent packing after a quiet take over and sale of some of the business interests. Unfortunately, majority of the innocent employees also followed the directors as Mashindano Limited became a shell of its past. Surprisingly, the company was to soon after get back into shape, this time under new owners, management and business strategies.
This example is a reflection of what could happen to any company in the event of challenged leadership and organizational cultures, particularly in a highly competitive global environment. The situation has become even more complex given the dynamic economic realities. Have our industries not been made irrelevant by imports from the east as well as other forces of change?
Worse still, is everybody in business not in town from all corners of the globe, especially led by the Chinese? Remember the prediction on the “The Chinese and other foreign invasions,” that has now sadly become real. That is why we can not anymore ignore modern global organizational cultures, which help in continuously responding to the forces of change.
That is why the fundamentals of global business leadership need to be entrenched in all organizational employees that are charged with directing performance and productivity, at whatever level. Apparently, there can be no half measures if organizations expect to continue progressing in a globally competitive environment endowed with modern organizational cultures.
What of those who could be looking the other way as challenged organizational cultures persist? Certainly, they may not survive change as was the case with the majority in Mashindano Limited. Never mind that each of them must have been supporting one fallen leader or the other. For now, it is best to guard against change oriented challenges, especially through tested organizational transformation training solutions.
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