One more journal entry after this one, then it’s all over. Not only have I survived these learning journals, but I have come to enjoy writing them, and enjoyed peer reviewing them even more. The more journals that I have reviewed each week, the more I felt comfortable with my own writing style. This is because I always compare my work with that of others that I am reviewing. Coming up to the summative journal, I do not have the feeling of anxiety that I constantly felt at the beginning. No longer do I feel like I am walking in the dark with no direction whatsoever, instead now I see the light at the end of the tunnel. I’m almost there!
Instead of identifying a problem this week, I would like to highlight the success that we have achieved together as a team. My team and I have grown closer together because we now interact as if we have known each other all our lives. All our personal experiences as well as the struggles that we faced together, have made our bond even stronger. Looking back at when I first met my team members, never in a million years would I have ever thought that our relationship would evolve to where it’s at now. We operate like a well-oiled machine! I believe that our cohesiveness has greatly contributed to the success that we have achieved so far. We exemplify the difference between groups and teams.
Our success as a team can be measured by what we have accomplished so far in Mikes Bikes. Each week we have assessed all the relevant data from the reports, before making any decisions. Our strategy from the start has remained fairly constant, the only difference being that we have become more confident. Our confidence was boosted sky high when Peter stated that his favorite firm in India was Fusion, in the ‘annual’ overview.
Looking at Peter’s ‘annual’ reports, we never really looked at the information to shape our strategy, instead we used the reports as a tool to measure our position on the leaderboards. As Baghai, Smit and Viguerie (2009) mentioned, “sizing up revenues by division or region can be downright misleading.” (p. 86). Rather than comparing our company to other companies in other markets, our team looked at the companies within our own market, of which Baghai, Smit and Viguerie claim is a far better growth strategy. These ‘annual’ reports create a big picture which leaves deeper levels of detail unseen, often giving a misleading view of performance. (Baghai, Smit and Viguerie, 2009). What my team and I have done is to take a granular approach of which according to Baghai, Smit and Viguerie, produces more rational and more rewarding investment decisions.
Baghai, M., Smit, S., & Viguerie, P. (2009). Is your growth strategy flying blind? Harvard Business Review, 87(5), 86-96.