The Green Ocean Marketing Strategies - Part 2
Companies do have blind spots, much like a car's rearview mirror. Information often fails to flow upward as intended. Even with complex matrix reporting systems, we still find ourselves needing to physically turn our heads and confront the reality.
Ironically, many CEOs advocate for transparency despite the numerous layers of fabricated scenarios surrounding them. While they sit up top, tinkering with CRM systems, they believe they are facing the "moment of truth." In reality, they remain far removed, as the illusionists in the middle continue to paint dark spots white.
Blind spots in many companies stem directly from human factors. How can you expect your superiors to know the truth when it is simply not supposed to be told?
Do not misunderstand; I am not fostering a culture of mistrust, but rather advocating for constructive management metrics. History has taught us not to place hope solely in "One Person's Trust," just as organizations must learn from the historical downfall of institutions like Barings Bank (RIP 1762-1995).
Moving away from old-school management models, we must blend "High Touch" and "High Tech," promoting a collective decision-making culture in every process. In today's world, the idea that one single person can know everything is no longer viable.
Macro and micro environmental factors have long been metaphorically compared to alien landscapes, but we are now operating in a real-time world. The traditional approach of relying on past year data for future strategy formulation is obsolete. Competitors do not run their businesses by the book, so why should we?
The "Think Tank" becomes entirely ineffective when solutions are overly politicized and confined to looking good on paper. Embrace dissent and active criticism in operational committee meetings. Let go of confusing KPIs and rigid balanced scorecards that often stifle a CEO's creative thinking...
(To be continued...)
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