Are you a Dog or a Cat when Facing Business Transformation?
People are at the heart of any transformation in a business.
In April 1965, the magazine Electronics published an article, “Cramming More Components Onto Integrated Circuits”, by Gordon Moore, the research director at Fairchild Semiconductors, who proposed that maybe, for the next ten years, engineers would double the numbers of semiconductors on a chip every few years — reaching 65000 by 1975 — it’s now 11.8 billion.
A recent Wired Magazine article confirms that Moore’s Law is not dead.
Technology is just an enabler of business change, and Moore’s Law drives lower costs for business systems that enable accelerated business transformation and profitability.
As my expertise is in behaviour management, the problem of implementing any business transformation is resistance to change from the people involved. Their reaction to any proposed change is either — cat-like — cunning, self-centred, anything for a quiet life, or — dog-like — loyal, enthusiastic, totally excited at the opportunity to take a walk.
