This week has been a very annoying week, and I think it has been the same for most of the companies in the China market. After making an incredible comeback two weeks ago and an amazing profit last week, it is very hard to take the small growth of my company’s SHV for this week’s rollover. Upon considering why these results have happened, it is hard for us and especially for me to give a straightforward answer. My team has been putting so much work and effort, and have been improving things in order to get better results, that I don’t really know why result were not completely satisfactory. As being the CEO, I began to think if I have led my team into wrong decisions and bad paths that have led us to the results we were not expecting to happen.
Baghai (2009), talks about a concept of over-confidence, and how it can be extremely dangerous to the future of your company. After my team’s amazing comeback two weeks ago and incredible increase of SHV last week, I think this week we were feeling over-confident with whatever decision we made. Maybe we thought that we have finally put ourselves in a safe position but in reality our competitors have almost closed the gap and are behind our tail. As the CEO I will make sure that this don’t happens again in order to make steady progress on the remaining rollovers and finish victorious at the end of the semester.
Devonport (2006) talks about the importance of a pervasive culture, which places high importance of understanding why things are occurring. I think this week’s problem lies within this idea, this week we were just concentrated on looking what we can do in the future, without respecting the past and understanding what is happening and why is occurring. I think we as a team have to come back to the stage when we were planning to make our amazing comeback two weeks ago, were we where taking consideration of all the factors affecting the final results.
Having known that, if my team remain focus for these three final rollovers, we can win this competition and be the company with the highest shareholder value, but firstly we have to put our over-confidence aside and focus on what is happening and why, and finally make the most appropriate decisions to get the results we really want. It’s not that hard!
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.