This week, our SHV was so low that we were granted an injection and also got bought by another company! This is both good and bad, but I hope to reflect on this whole experience positively, as both factors benefited us in many ways.
The bad part is that our team did so badly that we had to be rescued. This isn’t because we are ‘lazy’ or ‘didn’t have time’ as so eloquently put when the teams were being decided. We have all put in time and effort in an attempt to understand MikesBikes. However, all of my team coming from a BA background had no idea of the working of business and how all the individual factors relate and work with each other, ultimately lacking technical skill. In a real company, this factor comes down to “hiring the right people to make optimal use of the data they constantly churn” (Davenport, 2006), in which many of my teammates would not be assigned the roles they have in MikesBikes. The good part is that from the takeover, we now have a team with better technical skill than ourselves that we can consult and get advice from, which can only improve our own skills. I was glad (but also resentful that we would only struggle going further on our own) when Peter suggested and initiated the takeover, as in the previous readings, it provides a balcony view (Argyris, 1982), and will benefit our country and both our teams as a whole.
Further, aside from gaining a bigger picture of the market in our country, being taken over also means that we have better expertise to look at the minute details of each factor and what we’ve been doing wrong by not focusing on the details, and in turn (hopefully) accelerating growth (Baghai, Smit, & Viguerie, 2009). Baghai et al (2009) found that “…overall growth and sector growth increased dramatically for companies who took a granular approach to management and analysed smaller slices.” I would say that the MikesBikes set-up is already quite granular, which then comes down to each of our expertise. Our initial downfall was not investing enough in brand awareness in the first rollover, and along with low quality we were steadily losing market share. However, rather than blaming the other teams for having better expertise, there are so many opportunities for my team to grow, which Baghai et al (2009) believes should be gone about by predicting the areas for future growth pockets and allocating resources thusly. I know that there are still plenty of unclaimed market segments with a demand for products, and by breaking down segments further and looking for missed opportunities I hope that we are able to rectify our dismal failure and actually start growing by improving our company performance through growth MRI.
I have a good feeling about the takeover and the future of our team. Our ‘parent’ company has already been so helpful and it seems as though we will all get along and work well with each other. It has already paid off in this evening’s rollover. I only hope that we will be able to maintain the growth and pass MikesBikes with only a few rollovers left to go!
Argyris, C. (1982). The executive mind and double-loop learning. Organizational Dynamics, 11(2), 5-22.
Baghai, M., Smit, S., & Viguerie, P. (2009). Is your growth strategy flying blind? Harvard Business Review, 87(5), 86---96.
Davenport, T. H. (2006). Competing on analytics. Harvard Business Review, 84(1), 98--107.