Taking challenges continuously, big or small, contributes to your 'challenge taking' skill-building, preparing you for bigger milestones in the future.The skills that are built, eventually operate in different areas, sometimes in unplanned and unanticipated situations.

Sequential skill development

Certain organizations have the capacity to transform themselves, if the leader who is in charge, has the vision and the will for it.It's not very often that short-term profitability and a selfish mindset is kept aside for the greater good.

The Conscience of an Organization

A leader with clarity of conscience and a readiness to speak up can make a difference, and contribute to the greater good of humanity.Cultural change can be made possible even if a middle-level or lower-level manager puts together a radical vision and gathers momentum from his peers.

The Power of One

Normally, these though may appear in a leader's mind:<ul><li>This work is going to take months maybe years, so it's better to postpone it for a later time.</li><li>This plan, though helpful for a lot of people, will be potentially dangerous for my career.</li><li>It is not worth all the trouble and convincing others.</li></ul>The real challenge is to get past these mind traps before the problem starts to appear ordinary.

Sustained Focus 

Corporate transformations can happen from middle managers, and even first-line supervisors, if their vision is combined with determination and helped by the right mindset, leading to support of their superiors and peers.

Making a difference

If a transformation helps the underprivileged, it becomes all the more imperative.If a leader's vision is contributing to benefiting the poor or making a positive impact on the environment, it becomes a moral duty and not just a task to carry out.

Helping the underprivileged

Executive Summary While corporate transformations are almost universally assumed to be top-down processes, in reality, middle managers, and first-line supervisors can make significant change when they have the right mindset. Dr. Tadataka Yamada was one of dozens of executives the authors spoke to over the last several years to learn how one can succeed in making positive change in large organizations.