With all the regulatory change in the financial services industry, new risk, compliance, and control requirements are often simply overlaid on top of existing processes. The result is a patchwork of band-aid fixes that are bureaucratic, cumbersome, and not necessarily effective. The additional complexity dilutes accountability and often lengthens cycle times, reduces agility, increases cost, and degrades the customer experience.
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If you are leading an organization, you are in greater danger than you might think because there is so much you just can't see within your organization. It's what you don't know that you don't know that is fraught with hidden issues and teeming with untapped possibilities. What is in your blind spot? Can you afford not to know?

The biggest challenge today's organizations face is one that you, like many leaders, may not even see: it's the large gap between how you think the organization works versus how it actually does work - the blind spot.

How is this possible? Executives tend to be people of action and eagerly work on the problems they can see. Because of the blind spot, you as executives and your employees end up working diligently but see little progres ... or you may actually lose ground through unintended consequences.
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When work isn't done, when deadlines are missed, or when processes and procedures fail, it's common for companies to look to technology for the solution. As a result, organizations spend billions of dollars implementing new computer systems, upgrading software, and creating various spreadsheets, checklists, and flow-charts. They put all their available resources into the newest technological "cure" ... only to have the same problems surface again.
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Most organizations place a heavy emphasis on the corporate hierarchy, and they strive to get the "boxes" in the right place on the org chart. What they fail to realize, though, is that in the majority of organizations, work does not get done through the vertical hierarchy. Rather, it gets done through the horizontal "interarchy"-the process through which people interact, communicate, coordinate, and manage across departmental lines.
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