Professional Documents
Culture Documents
use of
time- pacing
The
The
The
The
Source of
Foresight
Focus
Focuson
on
Creating
Creatingplans
plans
Warning
Signals
One
Oneindustry
industry
Vision
Vision
Tightly
Tightlyconfigured
configured
Plans
Plans
Sporadic
Sporadicattention
attention
To
Tofuture
future
Symbolic
Symbolic
importance
importanceofof
planning
planning
Manage
Managecomplex
complex
resource
resource
allocations
allocations
Plans
Plansoften
oftenwrong
wrong
Single
Singlebet
beton
onthe
the
future
future
Strategic
Strategicdrift
drift
Source of
No-sight
Focus
Focuson
on
current
current
operations
operations
only
only
Warning
Signals
No
Novision
vision
Reacting
Reactingtoto
events
events
No
Noattention
attentiontoto
the
thefuture
future
Complete
Completeattention
attention
on
ontodays
todays
competition
competition
Frustration
Frustration
Late
Lateproduct
productand
and
services
services
Reactive
Reactivestrategies
strategies
Missed
Missedopportunities
opportunities
Results
Insight into
possible futures
Anticipatory
moves
Flexible strategy
Constant
rhythmic intervals
TF
Your business has specific metrics, such as time to launch a global
product, months to deliver a product, or percentage of annual revenue
from new sources, that evaluate performance using time
TF
Your business has explicit procedures for transitions such as moving into
new markets, integrating acquisitions, or ramping up to volume
manufacturing
TF
Your business has a routine for leaving old business areas
TF
Your business is synchronized with the rhythms of key customers and
suppliers
TF
3M Optical Systems:
Managing corporate
entrepreneurship
What
practices make 3M such an
innovative company?
Develop a time line of Andy Wongs
actions. How effective has he been?
Develop a time line for Paul Guehlers
actions. How effective has he been?
What should Andy Wong do with the
computer privacy screen AFE?
Rules of Competing on
On Strategy
the Edge: Lessons
Advantage is temporary so continuously generate
Learned
new sources of advantage
Strategy is diverse, divergent and complicated so
develop a semi-coherent strategy
Reinvention is the goal so find out new ways of
creating value rather than simply being more
efficient in what you do.
On Organization
Live in the present and maximize the advantages of
minimum structure
Stretch out the past and maximize learning
Reach into the future and experiment by probing the
future
Time pace change and not become the hostage of
external events
Lessons Learned
On Leadership
Grow the strategy by correcting the clearest
cases of over and under structuring
Drive strategy from the business level by
letting it evolve bottom-up
Repatch businesses to markets and
articulate the whole by shaping a simple
synthesis of the firm that captures the
essence of of the businesses without
constraining your front line managers