Por vezes lido com empresas, empresas que não são grandes, empresas que deviam ser ágeis mas que têm um ritmo muito lento. Digo-lhes que lhes falta "fogo no rabo" para correrem a sério.
Em "Why CEOs Should Commit to Many Small Battles Instead of a Single Big One", aplicado às empresas grandes, apresenta-se um conselho sobre como fugir ao ritmo de mudança lenta das organizações grandes.
"As CEO, you can fight back by sponsoring micro battles — discrete, narrowly defined, customer-focused initiatives pursued by small cross-functional teams. Micro battles force everyone to behave like insurgents, focusing only on what’s essential to meet a narrow goal.Claro que estas micro-batalhas têm de partir da orientação estratégica senão resultam em "much ado about nothing"
How? Consider a typical corporate goal: Grow sales of electric hand tools in Western Europe by 4%. That might encourage people to work harder, but it doesn’t require that anyone work differently or think outside their own department. A micro battle, by contrast, has a tightly drawn goal: “Let’s win 50% share in Western Europe of the do-it-yourself store business for mid-priced circular saws by displacing our main competitor.”
To win such a battle, you need a team made up of people who are closest to each market.
The team also needs people who provide crucial support—a supply chain expert, who can help drive down the cost of mid-priced saws, and a consumer insight expert, who understands consumer preferences for hand tools."