A problem that not only affects my team but I guess others, is the uncertainty of how well you or your competition can do. We have witnessed teams doing really well unexpectedly drop to the bottom in the next rollover and vice versa. I wonder if, for some, there is a possibility to get back up especially now in this crucial stage of the game. I have been very pleased with the results for my team each year. We continue to gradually do better and for the most part of it, this idea of granular growth seems to have an impact on our performance. Baghai, Smit & Viguerie (2009) suggests that better growth strategies are developed by microscopically looking at market as well as current performance in relation to competition. Analysing small pieces of data only makes sense for overall decisions for growth to be more accurate. In light of this, our assigned roles enable us to further diligently analyse specific segments to make a better decision overall. I liked the cancer analogy Baghai, Smit & Viguerie (2009) used whereby an oncologist does not stop researching once they found out a patient has cancer, they continue to analyse to find out the specific type of cancer, what area it affects thus what treatment to apply. Therefore analysing different aspects of our company can have a huge difference on SHV. This experience is useful for us when we go out into world as it has become more granular through the global expansion of markets as well as advanced technology. As mentioned by Baghai, Smit & Viguerie (2009) information technology has made it easier for large sums of data to be refined into insightful information however only a few organisations have mastered it therefore potential for organisations to grow beyond their competition is not utilized. This ties in with the concept of analytics posed by Davenport (2006). The article suggests that technology advances can have good effects on strategies that are largely based upon analytics resulting in high performance. This is all exercised on a much smaller scale through Mikes Bikes i.e. technology advances with Mikes Bike’s ability to put all our data into statements for us.
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.