This article describes the tasks of leadership at critical transitions in the life of an organization, when radical change is called for. An empowering perspective and distinctive practices are offered to support ways for individuals, product and organizational systems to evolve together, creating exciting new possibilities.

Summary of the article:

Facing an unprecedented demand or opportunity for which there are no easy answers often signals that one phase in an organization's life is ending while something new is struggling to emerge. This moment in time is called an "inflection point." Leadership at the inflection point requires recognizing and being able to react adeptly at such moments. This involves quickly developing a wide range of individual and organizational responses to novel situations, and challenging long-held reflexes and mental models in order to help sense and influence the future.

To be successful, leaders must first recognize the need, and then become intentional about altering their own leadership styles in order to direct a radical refocus of the organization. This personal transformation begins by consciously assessing our own way of living and of leading others. Changing how we use ourselves is key-we must embody the change we seek in the organization. This is accomplished through focused awareness, embodied practices and by having a strong network of support. This deepening of leadership potential need not be mysterious and can be realized by anyone.

Metamorphic change at the organizational level involves simultaneously altering product lines, organizational structures, and deep-seated corporate culture in anticipation of shifting market conditions. Strategic introspection clarifies what might be ending and emerging, and also allows leadership to assess the organization's characteristic reactions to change. Engaging diverse stakeholders in serious play is a way to accelerate organizational metamorphosis. Unlike static analyses or mechanistic planning processes, serious play incorporates simulations and prototypes to make productive use of surprising discoveries, leverage the learning that comes from direct experience, and generate a pull towards the future.

Creating an ongoing infrastructure for learning and experimentation is essential for realizing the promise of any significant change. Breakthroughs in thinking, new products and business models are just the beginning. Since marketplace and internal conditions remain in constant flux, focused leadership and ongoing efforts are needed to incubate and develop promising products, services and organizational architectures.

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