Sales strategy consultant Kishi Masaki (來住政紀) says that the key to mobilizing an organization's resistance comes down to how its goals are set. He says it is important to create clear goals that align the different perspectives across departments.
Kishi Masaki (来住政紀) says that simply setting a sales target for the month will not get an organization moving, and that how the goal is set determines the outcome. He has held positions including head of sales and representative of the Japanese subsidiaries at P&G and Johnson & Johnson, and says that creating concrete goals is what gets an organization moving.
People have different roles and evaluation criteria, so even when they are talking in the same meeting room, they see different things. As a result, discussions go around in circles and people are unable to take the first step. Fear of being blamed if things go wrong can also act as a brake on action.
The concerns of younger employees often boil down to the experience of making a good proposal but finding that nobody will cooperate. The causes also point to systemic problems, such as people not looking at the same goal, being unable to see the first step, and having no way to verify the impact.