Nelson Repenning
speaker
205 appearances
1 recordings
1 series
first heard Mar 2026
last heard 21 Mar
Nelson Repenning’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 1 in all, peaking in Mar 2026 with 1.
Appearances
And I think what that leads to is it's very easy at the top of the organization, I think, to lose sight about what's really happening on the shop floor and the R&D lab of what's going on.
And I think, frankly, the time constants for changing an organization are sometimes mismatched with senior executive expectation.
And so, you know, sometimes I joke in class, I ask people, well, how often do you reorganize?
And they say, well, about every 18 or 24 months for big companies.
And then I say, describe it.
And it's like, well, the first couple of months, we don't know what we're doing.
And I have to figure out where I sit in the new org chart and the IT systems don't deliver me the invoices and blah, blah, blah.
And I say, well, how long does it take you to make this work?
Oh, about 18 months.
Right.
And so just about the time you get the new organization to work.
Now we're going to do it again.
And so and I think that's a very common thing.
cycle fueled by the expense of consultants that will help you do that along the way.
And I think that the magic of the starting small for some interventions is that when you pick a small problem, I think there's two things that happen at least, which is number one, I think for senior leaders, you learn a lot about how your organization actually works.
not what people tell you.
I have another friend who's a former CEO.
You may have experienced this that said, you know, my jokes were never funnier than when I was chief executive officer.
Right.
There's a lot of filtering that comes up to your level in the organization.
Showing 81–100 of 205 · page 5 of 11
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