Week 10 has come so fast, I remember being super stressed about trying to get a SHV of $25 and being literally on the verge of dropping out of this course because I couldn’t make it. Here we are now, slightly more comfortable with Mikes Bikes and how it functions and with a team that tried their hardest to do well and succeeded in not so traditional terms.
This week’s issue is that everything happened so fast I don’t know how to judge our teams performance and how do I even measure our performance because we needed help in the end. So our team went down but I think we are coming back up slowly but quite steadily. This means the strategy we started with didn’t sustain itself or we didn't stick to the strategy.
Christensen (2010) talks about always internally evaluating what you want to do with your life, essentially figuring out your purpose in life. The idea isnt a new nor a revolutionary one, we are forever searching for our purpose, whether that be in our professional or personal lives. The idea can be applied to our team easily, we got a little bit too wrapped up in the big numbers, competition and need to dominate the market we forgot to see the bigger picture which was to remember what we wanted from this course and our long term strategy. We then shifted into short term strategies that feed into our long term strategy, which is basically to remain steady. Another interesting idea the Christensen (2010) mentioned was that organisational life and human life are similar, both have limited resources to expend. Our team even though we had a reasonable amount of spending money, had a limited amount of funds and we had to prioritise what would be the optimum use of those funds. So this brings it back to the idea that strategy determines the approach to expenditure of funds, energy and time. Both the course and the article written by Christensen (2010) encourage thinking for oneself vs knowing the answer, all of our encounters with Peter illustrate the thinking for yourself idea. Peter would ask us what we thought upon the problem and we would have to come up with our own solutions but he would guide us towards the right path.
Christensen (2010) mentioned that sticking to ones' guns and not giving in to "just this once excuse" is easier to do than follow your discipline only 98% of the time. What this means for our team I think is that we all individually should have not been persuaded into cutting costs for essential things such as marketing and distribution. So bringing it back to the main question how do I measure our teams performance now. Christensen (2010) talked about measuring things in terms of what is important in the long term and whatever it may of relative importance to you. So measuring terms would be more towards getting back up on our own feet as a company, being steady in growth, evaluating what's important at each step/rollover, looking at long term strategy and thinking for ourselves as a cohesive team. All of these thing tied together would be the best method to review and measure progress and performance.
Christensen, C. M. (2010). How will you measure your life? Harvard Business Review, 88(7/8), 46-51.