Gaining Clarity of Purpose for Leadership Teams

Accenture ran a workshop on how to improve decision-making for the CEO of a global manufacturing company and 10 of his direct reports. At the very beginning of the session, attendees were asked, “What do you do that no one else in the company has the responsibility to do?” After 30 minutes of vigorous debate failed to produce any consensus, the CEO intervened and gave his team two hours to come up with a charter it could live with. Later, the group concluded that many of its difficulties with decision-making were linked to its collective inability to answer that one simple question.

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