In every organization, there are natural and competing tensions:
Sales wants to spend money; Finance wants to preserve it.
Product Development wants to keep refining the offering; Operations wants to get it out the door.
HR wants to invest in people development; IT wants to invest in tech infrastructure.
The friction between these (seemingly) opposing forces can be an organization’s downfall. We’re all too familiar with the silos and turf wars that result from competing agendas. Yet what has been less explored are the organizations and leaders who successfully leverage this tension to produce breakthrough results.
After a …
