The inspiration for today’s thought piece is a small and medium sized enterprise (SME) and now our new definition namely MELE (Medium Enterprise to Large Enterprise) decision making styles and abilities.
Our enquiry runs along the lines of discussions and conversations we have observed in the Interim and Gap Management market.
If decision-making and more importantly the ‘pre-engagement life-cycle’ time has shrunk, is that why some Interim and Gap Managers (I&G) are extremely busy and run off their feet and others not?
Is it a pure marketing and reputation effect the busy I&G Managers are facing versus the ones ‘on the bench’ or is it because SME, MELE and to some extent large corporate clients have delayed resourcing and strategic decisions to the extent of jeopardising the normal pre-engagement fact finding life-cycle?
Finally, if JIT and agile decision-making is here to stay, will the client community still allow the I&G Manager enough time to do the really value-added stuff, which is spend enough time understanding the culture, environment and agenda of the organisation in order to help shape the changed future state?
Was Kurt Lewin wrong with his Change Management Model of ‘Unfreeze – Change – Re-Freeze’ cycle that in an agile planning and development world, there is just no more time to ‘Re-Freeze’ the changed organisational state?