SEEDING A MOVEMENT
In 2003, we met with Michael Sabia, the CEO of Bell Canada. A mutual colleague arranged the meeting, and told us that Sabia was hoping to discuss the challenge he had with his top team. However, when we broached that topic, Sabia shook his head. “My problem isn’t at the top. It’s across the bottom,” he told us.
“The bottom?” Not what we had expected.
“The organization’s stuck. We introduced all sorts of well-planned strategic, organization, and operating programs, but very few have had the impact we need. The front line is not changing their actions and behavior nearly as fast as we need, so we know we’re doing something wrong.” Then he added, “To make matters worse, many of my leaders are not convinced that we need to ...
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