So let’s imagine you’re in a regulated and highly competitive industry. You have some influence over the regulator, but not enough power to persuade them to back down. They announce their intention to pass a law that mandates that in a couple of years’ time you will have to reduce use of your key resource by 35%, while simultaneously maintaining the same level of performance and customer experience that has come to characterise the consumer’s strong relationship with your industry.
What do you do? The constraint is so severe it appears almost impossible for anyone to deliver, certainly without compromising the customer experience. Surely your role as a leader is to fight the regulator, and at least get the implementation delayed. Or do you take a different view, that there is a different kind of leadership responsibility, one in which you accept the inevitability, and pose it as a challenge to your team – even look for the potential benefits in it?
Adam Morgan and Mark Barden explore the ways leaders make their organisation’s constraints beautiful