Mark,
Wow, great feedback, thanks! So what I hear you saying is no "rip the band-aid off" tactics here, eh? Agree - but is that reality? In my experience, I have to admit that I've seen that managed better from the bottom or middle up vs. the top down in terms of a more gradual approach. I wonder if you and others have seen the same?
And I agree with you regarding the "work forces are aging" comment - I mean, dang, that's me in my company! My brain is always learning - it's the way I'm wired - the day I stop learning is the day I die. A-to-the-men.
I also really appreciate your comment about "pigeon holing" employees - I think another statement in the article speaks very clearly against that (and it's my favorite quote from the entire article: "If we do not empower intrapreneurialism, we either nurture the unexceptional or push great people toward external entrepreneurialism, which benefits everyone but you." I think of myself as an intrapreneur of sorts (I even included it in my Twitter profile a year or two back). For those not clear as to the meaning, Google is your friend. In any case, it's helped me to put a framework to what I've always gravitated to - which is, IMO at its most basic, building things. Lots of different things. And I like to help others build things.
I also find that your final comments align to another great article - I don't agree with all of the points in it - but what I do agree with is that you need to at least consider the question "Do you operate from a transactional perspective or a transformational perspective?” Me? I try to maintain a healthy balance - in my role, it's more heavily weighted towards transformational. At least, today it is - tomorrow could bring a different balance altogether!
Cheers!
Kristin