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Leading for Innovation: And Organizing for Results by Iain Somerville, Marshall Goldsmith, Frances Hesselbein

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17.3. Creating Capabilities to Cope with Change

A manager determined that an employee was incapable of succeeding at a task would either find someone else to do the job or carefully train the employee to be able to succeed. Training often works, because individuals can become skilled at multiple tasks.

Despite beliefs spawned by change-management and reengineering programs, processes are not nearly as flexible as resources are—and values are even less so. The processes that make an organization good at outsourcing components cannot simultaneously make it good at developing and manufacturing components in-house. Values that focus an organization's priorities on large customers cannot simultaneously focus priorities on small customers.

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