Ron Johnson’s arrival at JCPenney in 2011 perfectly captures the collision between good intentions and hasty execution. Fresh from his Apple retail success, Johnson launched a radical transformation – eliminating coupons, restructuring prices, and renovating stores. His vision? A modern retail experience. The reality? Sales plummeted 25% in a year, and $985 million in profits turned into $985 million in losses.
The core wasn’t Johnson’s retail vision—it was his speed of execution. There was no testing, no gradual rollout, and no consideration for JCPenney’s century-old customer relationships.
Compare this with Alan Mulally’s approach at Ford in 2006. Facing similar pressure to transform, he took six months just to understand Ford’s culture before making significant changes. His mantra became “Respect the past, create the future.” The result? Ford was the only major U.S. automaker to avoid bankruptcy during the 2008 financial crisis.
Leadership transformation demands both clarity of vision and respect for context. Quick wins might grab headlines, but sustainable change grows at the speed of trust.
Next time urgency whispers in your ear, remember: the best leaders don’t just move fast – they move at the speed of understanding.
