In both editions of the book, ALL THE MOVING PARTS: ORGANIZATIONAL CHANGE MANAGEMENT, I describe in detail, with numerous real-time corporate examples, the elements that go into making a company able to manage all its moving parts, in concert.

Generally, the person doing the management of those moving parts and the organizational change management involved as a result, is the Chief Executive Officer of the company.  And, generally, it’s other of the elements in the corporation – for example, the board, and/or the leadership team, and/or the employees, and/or the customers – that present the major challenges for the CEO.  It is thus with some concern that I note that within the last month there have been three CEOs that have been forced to resign because of “code-of-conduct” violations.  With the recent corporate environment of zero tolerance for sexual harassment, and similar actions, boards must take immediate action if information of this sort reaches them.  Therefore, one can only assume that these three men failed to get the memo on the new behavioral configurations for the chief executive of an organization.  The most recent resignation, Brian Crutcher at Texas Instruments, was in his position for only two months – clearly, he could have particularly used the advantage of that memo!  Let’s hope that word gets around quickly that earlier behavioral patterns will definitely not be tolerated in today’s corporate environment – it’s too costly to recruit and hire new CEOs; it’s too emotionally draining on the employee base to have such behaviors brought to light; and it reflects poorly on the corporations involved.


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