Now, more than ever, we realise the game of big business needs to transform rapidly, but we come from an era in which corporations were not designed to do so. We have a long-held mindset which has the implicit effect of ensuring that few employees at any level are brave enough to make radical changes. Fearing shame if the company ‘loses’ because they didn’t play the game correctly, initiating deep change creates tension with traditional corporate values.
Corporate values and protocols collectively represent a worldview which crosses cultures, countries and cause. They have major influence in our current reality and they’re the possible veto-vote in everything from politics and environment to family dynamics and mental health. Corporates are our favourite passion project because of their impact – they are the space in which intentional change makes a big difference. In Corporates, change has compounded impact and dialogue’s drive is to ensure this is transformative, meaningful, ethical and effective.
From an individual or team perspective, potent organisational change is repressed by certain ways of doing things. We’ll call it Corporate Mindset and it’s deeply systemic. It does not necessarily win gold stars in the popularity stakes, but it is followed with cult-like obedience because it feels bigger than us.
Enter Rebel Leaders - non-conventional, differently skilled and precisely what large organisations are looking for, even if unconsciously.