This rollover was the first where we had outside help from our parent company. It really made such a huge difference to have a team with better skills to guide our decisions and provide insights. It was really shocking how some of the insight provided to us we had never really thought of before. The other team members had connected the variables in ways that myself and my other teammates simply were not able to see. Perhaps the biggest mistake that our team made is that we became so focused on solving ad hoc problems that we failed to really formulate a strategy and stick to it. From the outset we were falling behind, and the assumption that we continued to make was that our strategy must be flawed. With each rollover it seemed we were changing our strategy, instead of using our strategy to guide us.
While having a strategy is important, it's also important to make sure that our strategy is realistic. I'm excited to be moving to London after I finish uni this semester. Turning those plans into a reality has taken immense thought and calculation. In order to formulate a strategy I had to do (and in some ways am still doing) a lot of research. I had to check on visa requirements, what the job market was like, what the cost of living is like and whether or not I can actually afford it. I discussed my strategy with people I trusted and, especially, people with more experience than me. My father, my teachers, and my more experienced peers.
In the reading this week Greiner (1972) uses individual behavior to better understand organizational behavior. His model of organizational development is inspired by models of individual development. It's surprising to me that at an individual level I have always understood the importance of formulating, reviewing and implementing a strategy but was unable to apply this understanding sufficiently to our MikesBikes simulation. We developed a feeble strategy because we did not understand how much help we actually had at our disposal (I'm sure Peter would have been happy to critique our strategy). At the same time I think that we over estimated our ability to be successful. You don't know what you don't know, as the saying goes. I truly feel that we did not realize the extent to which we were confusing the variables, making the wrong connections, and failing to see the big picture. Had we had our strategy reviewed rather than assuming we knew what we were doing, I feel that we would have been much more successful with the simulation. Hopefully, the insights of our parent company will continue to help us in the last rollover.