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marketing experience ? Industry expertise ? Technology knowledge ? Driving execution ? Strategic thinking ? Systems development Headquarters ? Leadership ? Planning ? Financial management ? Safekeeping ? Compliance ? Revamp of internal infrastructure ? Best practice industry execution ? Internal relationships ? Business understanding ? Functional expertise ? Driving execution ? People skills ? Efficiency ? Strong munication Met Technologies Organization Design 11 Section Three: Sample Leadership Competencies – position nonspecific Section Four: Sample Leadership Competencies – position specific Met Technologies Organization Design 12 PART IV Cultural Change Issues Existing Cultural Considerations The more plicated cultural change issues pertain to the existing cultural values and supporting mechanisms that will need to be addressed to encourage the desired level of innovation and collaboration. Current State Assessment We discussed cultural issues with the executive team to assess the current state well as it relates to our espoused values. The group felt that the existing values were valid, but an additional employee emphasis on innovation/collaboration will be essential for meeting objectives Influe nc e / Co mm unic a t ionP a t t e rnsV a lue s /Norms W ork ing Arra nge me nt s? Don 抰 a sk /Do n 抰 t e l l? S o me p e o p l e d o n 抰 wa n t toh e a r b a d n e ws? A n yo n e c a n g o s tra i g h t toJo e wi th a n y ty p e o f p r o b l e mso r issu e s a n d h e wi l lr e sp o n d? Nev e r c o n g r a tu l a te o rh i g h l i g h t su cc e ss e s? G r a p e vine is v e r y st r o n g a n dmo st ma n a g e r s h e a r t h i n g sfro m t h e i r e mp l o ye e s? In a c h a n g e d o n 抰co mm u n i ca te re a so n se ff e ct i ve l y? W r i tt e n /f o r ma lco mm u n i ca tio n is t h eva l i d a tio n o f th e ru mo ra l r e a d y h e a r d? B e p r e p a r e d f o r s l o wd e cisi o n ma king e ve r yo n eg e ts f r u st r a te d? Ta ke ri sk s d o wh a t n e e d sto b e d o n e a n d la te r b e g f o rfo r g i ve n e ss ra th e r t h a nwaiti n g f o r a p p r o va l? Tr a ck i n g s ys te m i s n o t ve r yr o b u st , cri sp p e o p l e d o n 抰g e t ca u g h t b r e a king ru l e s? Not g o o d a t n e two r kinga cro ss b u sine ss g r o u p s? Con fli ct A vo i d a n ce? Cus to me r s th i n k o f MIDS a sco n se r va tive , l o w r i sk? O r g a n i za tio n is t o o k i n d so me tim e s g i ve p e o p l e t o oma n y ch a n ce s? S l o w to c h a n g e? Not g o o d a t a ss e ss i n g a n dta king ri sk s? Fe a r o f fa i l u r e? Don 抰 c h a n g e wh a t i sworki n g? Not in my b a ck ya r d c h a n g ei s n o t h a p p e n i n g g o o d f o re ve r yo n e e l se。 marketing experience ? Strategic thinking ? Driving execution ? Revenue ? Industry insight ? Influence amp。 efficiency CFO ? Strategic business perspective ? Strategic financial management and accounting ? Business risk management ? Shareholder management ? Administrative pr