Peter Drucker believed that the first — and usually the best — opportunity for successful change is to exploit one’s own successes and to build on them.
No organization can afford to ignore problems, and they need to prioritize with taking care of the serious problems first.
But to bring about changes, organizations must focus on opportunities.
Solving problems are mostly reactive activities.
Capitalizing on opportunities, big and small, are proactive work.
Something suggested by Drucker to try…
Every month, prepare a page that lists opportunities. This list can include areas where results were better than expected, whether in terms of sales, revenues, profits, or volume.
Follow this with another page that lists the organization’s most capable people. Then allocate the best performers to the top opportunities.
Leaders interested in change should starve problems and feed opportunities.