“I’m not competing there. I won there.” Arnold Schwarzenegger
Victory establishes confidence, creates motivation and promotes growth. Lost will cause suspicion, destroy morale and breeding failure. It is said that “winning is not everything”, but it is actually. Or at least feel this feeling. Will we win forever? No, we can learn from losses. Absolutely. But what I observe in business is that when failure becomes a specification, leaders cannot set enough standards to win, and people will get used to it. To make matters worse, it becomes acceptable. Then the hidden person embedded himself into culture. Lost has become part of your culture?
Winning has a qualitative and quantitative effect. Nelson Mandela won the victory of the Presidential position of South Africa, ended racial isolation and democracy, and improved the life of tens of millions of people, and became the lighthouse of the world’s hope. Manny Pacquiao, a boxer, has become a symbol of the Philippines’s pride from extreme poverty to winning eight world championships, and has stimulated millions of Philippine people and others to overcome extreme obstacles in order to overcome extreme obstacles to make it Give full play to all its potential.
Winning in business is usually defined by numbers. These numbers may be income, operating profit margins, sales, investment capital returns, market share or many other indicators. One of the common traps of the leadership team is not to clearly define the appearance of “victory” to their people. How does your team define wins?
The clearest way to win is the strategy. Whether it is sports, politics, business, or other areas, the key to winning is to allocate your resources (time, talent, finance) to create differentiated methods or activity systems to achieve your goals. When the goal is to win business, the strategy is how to create differentiated value to better competition for customers to achieve this goal.
A strategic business case: The ever -green project of Harvard University, led by Harvard’s former dean Nitin Nohria, is the former dean of Harvard Business College. One of the studies, the research has the key to the success of the successful business ever. During the ten years, a total of 160 companies were reviewed to determine which management practice was essential for the company’s financial success. The performance of companies with strong strategic development enabled the company’s sales to be more than 332 %, and the sales of operating income were more than 332 %. Is your company better than competition at these prices? If not, you will have a good opportunity to improve strategic methods.
When I use strategic thinking and planning seminars to help execute the team to formulate a victory strategy, we use the 3C framework: context, ability and ability.
First of all, we narrow and view the current environment of the business, evaluate market models, customer behavior and competitive pattern. In the process of deep diving strategy, we start to study the company from capabilities and capabilities.
The success of any organization is based on the core competitiveness and ability. The core ability is the field of professional knowledge or knowledge. The function is to perform the combination of the skills of the character and the activity. In short, the core ability is “you know”, and the function is “your job”. Core competitiveness examples are industry dynamics, brand architecture and consulting methods, and functional examples include instant manufacturing, sales point data analysis and inventory cycle. It is beneficial to determine 1-3 core capabilities and 3-5 key abilities as the basis for your business.
After reviewing the environment, abilities and abilities, and digging it out of insight, we turned to design competition strategies. This involves multiple exercises, to draw competitive value claims, determine the advantages, the puppet verification and disadvantages, and consider competitive positioning. From there, we discussed the weighing and reorganization and priority of resources, which led to a page of strategic framework and reached its peak in the two -page strategic printing or strategic action plan.
For high -performance teams, this is the active method of winning. A study by the 49 corporate leadership teams of Wiita and Leonard’s research on how they spent time show that compared with low -performance teams, high -performance teams invest in 54 % in setting a strategic direction, and these performances and these performances The lower team also spent 83 % of the fire protection time within 83 %. Tactical level. Consider your team: Do you want to set a regular investment time to set the strategic direction or respond like a bumper car, bounce from a shiny object to another shiny object?
David Novak, former CEO of Yum! The brand of popular companies such as KFC, Pizza House and Takbeel said: “I believe this is one of our biggest factor in success and learning from victory. The victory we celebrates exceeds the loss of punishment. We have spread the idea of winning. We evaluate how our competitors win.
The motto of the sports playoffs is: “Win or go home.” The same business is: “victory or bankruptcy.” Now it is time to make your team look good mirror and ask yourself: Did we win? If the honest answer is negative, it takes time to develop a strategy. Your business life depends on it.
