![]() ![]() The conductor, or the leadership, must then adeptly orchestrate this ensemble, ensuring each expert is empowered to play their part, contributing to the collective melody of change and innovation. It’s about fostering a culture of radical collaboration across different skill sets, creating a consortium where each SME is a valued player in the transformation orchestra. Similarly, the theater of organizational transformation necessitates a consortium of diverse thinking and skills. The symphony is born from a harmonious interplay of these diverse expertise, conducted with a clarity of vision and purpose. Imagine, if you will, an orchestra where each musician masters a unique instrument. ![]() This, in essence, dilutes the potential efficacy and creativity in navigating the complex tapestry of transformation. The richness in knowledge and depth of understanding that SMEs bring to the table is often overshadowed by the allure of 'generalist' attributes. Yet, when orchestrating change within organizations, there's a prevailing undercurrent of under-utilization or even a disregard for subject matter experts (SMEs). Each professional is a maestro in their own domain, wielding expertise garnered over years of focused learning and practice. We wouldn't summon a doctor to mend a leaking sink, nor would we call upon a plumber to diagnose a health ailment. It's almost as if there's an unspoken expectation for individuals to embody a generalist’s prowess. You often hear phrases like, “He had a great vision but couldn’t operationalize” or “He’s a good soldier but lacked strategic foresight.” In the realm of business transformation, a narrative often echoed is the dichotomy of vision and operationalization. You wouldn’t call a surgeon to fix a leaking sink or a plumber to diagnose an illness, would you? ![]()
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