Well the thing to understand is "institutionalized" people can be pushed off whatever track they are on.
You just need to push. Great leaders do it all the time.
I have seen it happen when leaders are clear about what they want to achieve. Leaders who change goals and values with the wind end up on hamster wheels to nowhere.
A great example of it in large corps is the ability to push financial engineers around. Ofcourse you need finance background in addition to whatever your base skills are or its hard to pull off.
So financial engineers will show up to meetings with all kinds of tools to leverage cross border tax rate/interest rate/labor cost/currency/real estate/rent/insurance gaps. Plus ways to use large corp financial muscle to snuff out competition, play market capture games etc.
These guys are great to have on the team especially when the corp is going through bad times.
But when the tide turns and the skills of others shine, I have seen two kinds of leaders. One who gets so mesmerized by what profits financial engineering can achieve, they forget what their own strengths, goals, values and defer to finance logic.
But I have also seen leaders who will just push the financial engineer out of the room or convince them of some direction that will break their model. And its funny to watch cause no one can really argue against great profit making financial models. But it happens all the time when leaders know where they want to go.
You just need to push. Great leaders do it all the time.
I have seen it happen when leaders are clear about what they want to achieve. Leaders who change goals and values with the wind end up on hamster wheels to nowhere.
A great example of it in large corps is the ability to push financial engineers around. Ofcourse you need finance background in addition to whatever your base skills are or its hard to pull off.
So financial engineers will show up to meetings with all kinds of tools to leverage cross border tax rate/interest rate/labor cost/currency/real estate/rent/insurance gaps. Plus ways to use large corp financial muscle to snuff out competition, play market capture games etc.
These guys are great to have on the team especially when the corp is going through bad times.
But when the tide turns and the skills of others shine, I have seen two kinds of leaders. One who gets so mesmerized by what profits financial engineering can achieve, they forget what their own strengths, goals, values and defer to finance logic.
But I have also seen leaders who will just push the financial engineer out of the room or convince them of some direction that will break their model. And its funny to watch cause no one can really argue against great profit making financial models. But it happens all the time when leaders know where they want to go.