This week was the most stressful out of all the weeks gone through because it felt like I got slapped in the face by reality. I know it seems a long time coming however, this week was the first real rollover and my team put in over 4 hours of teamwork as well as hours of individual preparation which altogether resulted in argument and productivity. Not to give away anything but basically my team decided to take a risk which resulted in a lot of indecision and conflict just because of trying to predict the unexpected. In this case the unexpected would be what all the other teams decide to do which would in turn affect our decisions which just manifests in trepidation.
In the Charting you Company¿s Future reading the main point that stuck out to me was that of a company making a strategic plan in order to ensure success (Kim & Mauborgne, 2002). I think this is applicable to our team because for our first rollover every decision we made had to be considered for what effect it would have in the long run. I do not find this week¿s rollover reflective of who will come out on top, only because I assume like my team every other team has followed the advice out of this reading to have a strategic plan. This reading also intersects with the Magretta (2002) reading in that it is focussed on the outcomes of having/or not having a business plan which I know from our practice rollovers is crucial to success. In our practice rollovers we had no plan for the second rollover, rather we just kept trying in the offline mode till we came out with the best result and then used it which completely disregarded for the second one. Thank goodness though that we have learnt from this mistake and this week spent time figuring out the results that will happen for the next few weeks.
Now is the time where all our preparation is shown and hopefully the hard work we have put in will be shown in our capitalisation for the weeks to come.
Kim, W. C. & Mauborgne, R. (2002). Charting your company¿s future. Harvard Business Review, 80(6), 76--83
Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86---92