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Model: Leading
Context matters. What matters most is the growth paradox: at the Micro-
Growth creates complexity, and complexity kills growth. battle Level
Understanding how companies respond to this core problem
Model:
How well do they maintain their Founders Mentality as Behavior
they grow? Change at the
How eectively are they capturing the benets of their Top
increasing size?
Introducing the
All great companies start as insurgents, at war against their
Micro-Battles
industries on behalf of underserved customers. This creates a
System
tremendous sense of mission, clarity and focus. Because
everyone in the company makes or sells the product in the Create a
beginning, these insurgent companies are incredibly customer Company of
and frontline focused. Everyone acts like an owner of the Insurgents
business because most are. Speed is a weapon. And what
insurgents lack in size, they make up for with the missionary Simplify to Fuel
Categories
Agile &
Innovative
Organization
Founder's
Mentality
dened
But as companies move along the default path from insurgency
Mentality for the benets of size. This trade-o seems positive obsession
bureaucracy. They dont die because they have strong core Monday
businesses that can generate prots even in a lousy culture. But morning
it aint a lot of fun to work there, and they begin losing the war actions
for talent. Some of you work for companies such as these and
Net benets of
can attest that it doesnt feel great.
scale and scope
are eight winds that hold back all companies. Its important to Southward
winds
Death of
the nobler
mission
Fragmentation
of the
customer
experience
note, however, that the forces that blow you toward the default
The
path arent personal or political; they are the result of your
complexity
growth.
doom loop
to start their journey toward scale insurgency. The most The path to
successful deploy six building blocks. Scale
Insurgency
Rediscover the insurgency and capability spikes to
the three or four spiky capabilities that help you deliver Lost voices
that insurgent mission. The goal of the compass is then from the
insurgents.
how.
on.
will require winning in the on-trade channel (bars and the like).
like). Thats a mouthful I know, but you see how weve moved
India and Nigeria so that they can constantly test the prototype
battles are all about fast failure and adaptation. But as well see,
fast that you limit the cost of failure on each cycle of learning.
that segment. In sports and apparel, for example, the battle will
The goal of this micro-battle and the four others similar to it,
to use these battles to gure out how to act like the Transport
of the future. Transport will learn to work with each of its top-
serve them and test what the Transport of the future can be.
Dening a micro-battle
With those examples in mind, lets agree on a standard micro-
battle denition:
results.
functions).
eective.
and
Lets explore how each team should work and the broader
engineer.
Think back to our rst example. The critical rst step was
hone a prototype.
Your teams and third-party partners are not geared up for four-
this step demands that you shake up your ways of working. You
then retested. You fail a lot anyway, but most of your failure
put o the hard stu until the end. Our goal here is to
of each failure.
and also consider how that solution might be scaled across the
enterprise.
What helps is to populate teams with folks who will be involved
in the next phase of the rollout from the beginning, not at the
then pass it along to your Nigerian and Indian teams, they often
prototype. They have to win in China rst, but they also have to
It may very well be that in that process, the team concludes that
make the prototype work. In our Freds Grog example, the team
might very likely learn that the global Freds Grog brand team
repeatable model.
battles (see Figure 5). Team members review the progress of all
this time to get senior leaders to act like the scale insurgent.
refocus on the voice of the customer, the voice of the front line.
that teams tend to fall out of balance with each cycle. Some
would work in India and Nigeria that they are failing to listen to
rebalanced.
The third skill is to role model and champion the behaviors of
the scale insurgent. Coach the teams. Help them. But also
create heroes out of the teams that are really mastering the
win-scale framework.
is a micro-battle team that has lost its way, help them pivot.
pivot.
doing what you can to help them run the next cycle. These next
two steps are about the portfolio of battles. You start with
initiative?
the teams and then debate the ideological. Lets say pricing
have pattern recognition; you can see the solutions that work
But the good news is that theres a way to walk before you run.
Quickly, youre more than a year into learning. You are nding
that your micro-battle reviews take all day. You are focusing less
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