There is merit in simplicity “the other side of complexity”, to partly quote Oliver Wendell Holmes. Know the big picture intimately, but then focus on the doing a few things right.
I read an interview yesterday which again confirms that approaches followed by large and small companies are the same. The only difference is the size of the company and the people in it. Size adds complexity to the solution. People are part of the solution or of the problem.
My clients will recognize the statements which follow:
Question: “You called for a “strong performance culture” at Shell. What did you mean?”
“I like to keep things simple and clear in the way I run the company. For me, the execution needs to be competitive. It’s about absolute clarity on strategy and what you want on operational performance. It’s about focus, speed, and accountability for delivery. Everyone needs to know what is expected from them.
You need to measure performance, have resources to deal with the highest priorities, and leave behind anything that isn’t necessary.
In a race like this you don’t get gold medals for personal bests. You get them for winning.”
None of these ideas are new to you.
Who said this? For those who have gone through scenario conversations, it will come as no surprise that you are in good company with Peter Vos, head of the world’s largest oil company, Royal Dutch Shell, who this year is at the top of the Fortune Global 500 companies. (Fortune, 20 July 2009.)
As you know Shell is one of the world’s most prominent proponents of scenario planning.
Think big and then execute pointedly.
Work yourself into a gold medal scenario.
Albert
keywords: execution, organisation, scenario planning, strategic conversations