As I started my day I tuned into to watch my friends on CBC News Morning and the lead story is about more massive cuts and layoffs at General Motors. While this is obviously an economic and labour story, Danielle Bochove at one point summed up the situation when she said, "It's become a story about speed."

GM had already made cuts and plans to respond to rising fuel prices, however they were clearly not enough. In fact GM found that the speed by which the economy is changing is far faster than expected, as is the speed by which consumers are buying smaller cars.

Unfortunately the Canadian Auto Workers had just concluded a new contract with GM, and these announcements effectively undermine it, showing the drastic measures GM is taking.

I work with organizations quite a bit smaller than GM, however my primary focus tends to be helping the client accelerate their corporate culture so as to be more responsive and capable of handling the pressures of our network age.

The ability for an organization to move quickly and respond to changing conditions is crucial, and yet there are many risks to speeding up, and I suspect increasingly we're going to see the wrong way far more often then not.

Take General Motors for example. While they definitely need to move faster in the direction of smaller and more fuel efficient vehicles, they also have a commitment to their workers and their families. So their ability to respond quickly and increase their overall speed as a company must also include working with their unions rather than negotiating in bad faith which they've done.

The old and obsolete school of seeing your workforce as hostile and expendable will only result in slowing down your ability to rapidly respond to changing conditions.

Successful organizations will unite the leadership structure with the combined intelligence and labour of all the diverse employees and customers/constituents that are part of the enterprise.