Why was one able to thrive while the other floundered?

杰瑞发布于2024-09-27

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The Six Principles Behind a Triple A Rating Strategic agility is the ability to improve performance — not just survive but thrive — amid disruption. Our multi-year research project, based on studying qualitative and quantitative data from hundreds of organizations, suggests that strategic agility can be further broken down into six principles. These principles are not definitions, rules, laws, tools, or frameworks, but guidelines to help organizations leverage disruption proactively to their advantage. Avoiding shocks: Speed and Flexibility Side-stepping shocks is linked to sensing risks in the environment, being able to position yourself to avoid dangers, and moving quickly to dodge impacts.

Principle 1:
Prioritize speed over perfection.
速度优先于完美。
Opportunities come and go quickly during a crisis, so organizations need to be ready and willing to act quickly, even if they sacrifice quality and predictability in the process.
Principle 2:
Prioritize flexibility over planning.
将灵活性置于规划之上。
Strategy is often taught in business schools as a cascade of choices around where to play and how to win. These choices are typically built into strategic plans that are devised and approved over a period of several months, and then executed over three or five years, before the cycle repeats. However, in a crisis, a strategic plan can easily become an anchor that locks an organization onto a path that is no longer relevant.
商学院通常将战略作为围绕在哪里打球以及如何获胜的一连串选择来教授。这些选择通常被纳入战略计划中，这些计划在几个月内制定和批准，然后在三到五年内执行，然后循环重复。然而，在危机中，战略计划很容易成为锚，将组织锁定在一条不再相关的道路上。
Principle 3:
Prioritize diversification and “efficient slack” over optimization.
优先考虑多样化和“高效松弛”，而不是优化。
Many organizations struggled — and some failed — during the pandemic not because they weren’t nimble or innovative, but because they were felled by a single devastating blow. The root of this problem, in many cases, was either a lack of diversification or an overemphasis on efficiency and optimization.
Principle 4:
Prioritize empowerment over hierarchy.
将赋权置于等级之上。
Systems are most vulnerable at their weakest points. A hierarchy, for example, is most vulnerable at the top.
系统在最薄弱的环节最容易受到攻击。例如，等级制度在顶层最容易受到攻击。
Principle 5:
Prioritize learning over blaming.
优先考虑学习而不是责备。
It has been well established that organizational cultures that reward risk taking and tolerate failure move more quickly that those that don’t. If people are criticized for failing, they are less likely to take risks; in a crisis, this can be fatal.
众所周知，奖励冒险和容忍失败的组织文化比那些不这样做的组织文化发展得更快。如果人们因失败而受到批评，他们就不太可能冒险；在危机中，这可能是致命的。
Principle 6:
Prioritize resource modularity and mobility over resource lock-in.
优先考虑资源模块化和移动性，而不是资源锁定。
Since it is difficult to predict how the future will unfold in a crisis, it is hard to effectively plan the allocation of resources. Thus, it important to build resources that are modular and/or mobile so they can be reconfigured or moved as needed.
由于很难预测未来在危机中会如何发展，因此很难有效地规划资源的分配。因此，重要的是构建模块化和/或移动的资源，以便根据需要进行重新配置或移动。
Putting Strategic Agility into Action.
将战略敏捷性付诸行动。