“Let 1,000 flowers bloom”
Scores of smart, motivated, and talented people work in the fits-and-starts organization, but they usually do not pull in the same direction at the same time. When they do, brilliant breakout strategic moves can result. More often, the energy is there, but the discipline and coordination are not. This organization attracts intellect and initiative, creating an entrepreneurial environment where people can take an idea and run with it.
Without strong direction from the top and a solid foundation of common values below, initiatives either clash and explode or fade out. The result is an overextended organization on the verge of spinning out of control.
People do not collaborate effectively across organizational lines. Senior leaders do not consistently do as they say, and top leaders do not deliver consistent messages. Leaders are more focused on immediate objectives than playing for the long term. Decision rights may be highly decentralized, but the information required to make good decisions is often available only at headquarters, if at all. Decision-makers fly blind, and the organization fails to execute its strategic agenda.
Research shows that enterprises fail at execution because they go straight to structural reorganization and neglect the most powerful drivers of effectiveness— decision rights and information flow.
A brilliant strategy, blockbuster product, or breakthrough technology can put you on the competitive map, but only solid execution can keep you there.
Passive-aggressive organisations are friendly places to work: People are congenial, conflict is rare, and consensus is easy to reach.
We found that the biggest benefits of enterprise-level agility come primarily from two dimensions that help organizations adapt more quickly in the face of change.
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Principal, Strategy&
United States
Principal, Strategy&
United States
Principal, Advisory, PwC
United States
Principal, Advisory, PwC
United States
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