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"
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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.”
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To win such a battle, you need a team made up of people who are closest to each market.
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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."
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