Looking Ahead
July 19th, 2008
It’s the interplay of collective determination and exemplary execution which will define our path ahead and not isolated brilliance or splendid plans as we live in increasingly intertwined and complex environs where invisible forces are determining the outcome. These seemingly invisible forces like transient consumer buying behavior or more visible forces like regulatory measures and fiscal policies or internal forces like organizational changes has a direct bearing on the outcome. The challenge here is to see beyond the outcomes of short-term measures as they cloud our judgements and make our vision myopic and our mid-term and long-term objectives gets supplanted or we see them in the color of our short-term success. Only when we allow our mind to think from this perspective we will make progressive endeavours and get sustainable success. There are numerous examples in the corporate world where organizations have adopted short term successes and extrapolated them for long term whereas the results got mutated and organization got trapped into the law of unintended consequences. But there are enough examples about organization that were sharper and adopted measures which went beyond short term success, these Organizations has seen better and consistent results over a period of time. The difference is that these successful organization have deep dived and continuously evolved without letting the short term success color their collective judgements and have identified the inflection points each time, every time unfailingly which itself is a tough task and as they say only the tough ones last!!!
Arindam Das
14th July 2008
Popularity: 29% [?]
July 24th, 2008 at 2:17 pm
Great Post!
In-dependent thinking is the ‘key’ here.
The organisational strategy should be to identify ‘unique-sustainable differentiators’ while balancing internal ( org structure, product, people, culture) and external ( regulator, competitor, socio economic) variables.
For continued success we need organisations and people capable of challenging the ’status-quo’ and quickly adapting to change.
Unfortunately many organisations and people suffer from ‘Boiling frog syndrome’.