Did you know that Albert Einstein's brain was dissected after he died and scientists tried to figure out his genius by doing that? That is an extreme measure.
Most of the time, we try to decipher the inner thoughts of our leaders and managers to get a glimpse of their thought processes so that we can have clues to the rationale behind their actions and motivations.
Imagine your supervisor, CEO, head of the division, owner of the company starts doing something that nobody understands. This happens more than you think. Well, the old man doesn't know how to communicate or much less articulate where exactly the business is going and if our jobs will be the next in the firing line.
Companies who haven't made the implicit explicit suffer from unnecessary complexities. Without clear, rational, and strategic thinking, CEOs and leaders cannot articulate and galvanize support from their managers and staffers. Too many times, assumptions that do not conform to the realities of the market, and honest valuation of where the business is growing, where threats are coming from, on and so forth, lose its meaning. Take the case of Sears. The giant company folded up recently because the CEO has lost sight of why it was a great success in the past, forces a new strategy that is totally alien to their core DNA and thus imploded from within.
The challenge is getting the implicit assumptions out and putting on the table, dissecting it, challenging it, validating it, and raising it up to pass the standards of what the market requires and what assets the organization have/can muster. That is the place where strategic thinking starts in organizations. Alternatives can only be sought if the original idea has been validated to be no longer tenable in the context of the competitive landscape, obsolescence of product/services, or organizational failure.
Steve Jobs started with the strategy where personal computers are present in every homes-this strategy is part of the larger vision for computers to become part of the lives of people-not just in companies and institutions as computing tools for business. Avon believes in the Avon lady-as the business strategy that underlies the assumptions that the best distribution is through personal connections & word-of-mouth than using a store-front retail approach.
The best organizations have truly expressed in many creative ways what they stand for, their values and operational missions, their business strategies, and their stories that connect with their stakeholders in a compelling way.
The journey towards their next level of growths starts with understanding why the status quo no longer works/or why it is viable and define the possibilities that can come from that realization.
Do you want a piece of Einstein's brain? Hmmm.
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