The experience of DHS and ODNI suggest leaders must imbed the vision and values in the new organization for it to gain traction and succeed, but that doing so might rank among the most challenging tasks.
Intangible elements, or the “soft stuff,” such as communicating a new culture and identity while remaining sensitive to tradition, are often the toughest to tackle. Keep reading →
An in-depth analysis of flaws in DHS and ODNI reorganization efforts shows both would have benefited from strong leadership to articulate the mission and the reasons for change, guide the transformation, and meld together disparate entities and management approaches.