When I think of organizations, I think of the capabilities an organization has more than its morphology or structure. The ability of an organization to have a shared purpose and the ability for employees to be productive are critical capabilities for most organizations today.

Future leaders will be less concerned with saying what they will deliver and more concerned with delivering what they have said they would.

Leaders being born vs. made is a bit of a separate issue. The research on this issue is fairly conclusive: 50/50. We have innate predispositions that affect who we are and what we do (nature) but we can learn and develop and grow (nurture).

I like ideas, frameworks, and figures.

In almost any change there is 20 - 60 - 20. 20% are doing the change and we need to stay out of their way. 20% will never get there (a large percent still go into banks to see tellers vs. ATMs). 60% are in the middle. I think you will always find some companies where the head of HR is not a member of senior management team (bottom 20% and some companies where she or he has always been (top 20%).

When leaders behave consistently with the expectations of customers, they are doing things inside their organization that deliver value outside.

People are more likely to support a change when they have information on it and when they participate in it. So, getting the CHRO information about the transformation and involving the CHRO in the transformation effort are critical to success.