The lost art of thinking in large organizations

• Autores: Duncan Simester
• Localización: MIT Sloan management review, ISSN 1532-9194, Vol. 57, Nº 4, 2016, págs. 95-96
• Idioma: inglés
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• Resumen

  • A company becomes big by finding a successful business model and then scaling it massively. This necessitates building a finely tuned system with highly standardized processes. To get promoted in such an environment requires an almost singular focus on execution. In other words, it requires action more than thinking. The goal of strategic thinking is to find strategic insights. Strategy is all about choices about which markets to compete in and which markets to avoid. Strategic insights describe the boundaries separating attractive markets from unattractive markets. While you may be executing well in your core business, companies that prioritize doing at the expense of thinking are not well-positioned to identify new markets or pivot to new opportunities when their core business matures. In other words, a singular focus on what made your company big risks preventing it from sustaining that growth in the future.