This week proved, more than ever, that anything can change. In general terms, this week saw massive changes in our world including some that were quite surprising. In terms of my team, this week saw a change in our mind set of taking over another team. Initially we were quite against the idea as we all decided it would be better to focus on our team but after Peter talked to us we started to see the benefits of a take-over. This is where the problem came in. Whether or not to take-over a team that, to put it harshly, were not doing well.
Mikes Bikes is a simulation which relies heavily on data, and data analysis. To take over another team we would have to do so somewhat “blind” without a lot of information to go off other than what we could see from the multi firm reports. Apart from the data side of things, our CEO also wanted to make sure we got along with the team. I felt like this was equally important, if not more important, than the data side of things as it could have created a tense or negative environment which currently our team doesn’t have. The last thing we wanted was to be a parent company to a team which didn’t want to be taken over, or who weren’t interested in putting in the effect to work together to improve both our SHV’s. In order to ‘solve’ our problem, and decide whether or not to take over we decided to approach the team in question.
Davenport (2006) said “there are instances when a decision to change something or try something new must be made too quickly for extensive analysis or when it’s not possible to gather data beforehand.” This is something we were acutely aware, not having enough data to make an informed decision. With this in mind, we approached the team to find out a little more and to see whether we would get along! As it turns out, we aligned together well and we decided to bite the bullet and do the take-over.
I don’t think I’ll ever be in a position in the future of taking over another company, but I learnt some valuable lessons from this experience. Some of these lessons will be good moving forward, not just in an unlikely take over situation, but more in a collaboration/co-operation type scenario. The key points I took away from this week’s problem were;
a) Not disregarding something before looking into properly. We kind of disregarded take-overs without looking into how it could benefit us and therefore we could have missed a real opportunity- and essentially we did miss the opportunity to do it a rollover earlier.
b) The personal relationship between the two ‘sides,’ in this case between our two teams. While this will obviously be a long term relationship and the dynamic between the two teams could change, meeting with them and talking things through so we were on the same page before we made the decision was both comforting and also a strong starting point and a point in which to continue from.
Davenport, T. H. (2006). Competing on analytics. Harvard Business Review, 84(1), 98--107.