Too many managers are focused on making projects 'on time and on budget'(OTOB). These purely internal goals have no relationship to the customer, market or business success. Instead of recognizing a project that was OTOB, senior executives should recognize projects that resulted in EWMS or Extreme Wow and Market Success. EWMS is the essence of innovation. OTOB is the essence of the status quo.
A few other people have recently written about the same space:
Tom Peters talks about the WOW in relation to the 2012 Olympics to be held in London. There, all the focus on is the cost, instead of supporting the capital improvements and dramatic changes which will occur. Read it here
AutoWeek has a (surprisingly) similar story about a skunk works plan at Jaguar to abandon all but the automaker's most appealing and profitable models; their R, supercharged line. This plan held the potential for increased profits, improved marketing, and alignment of the brand to realistic volume. A good plan, with the potential for WOW, killed by any group that could say 'NO'. Senior management, afraid to take risk listened to the OTOB and let a WOW slip away. Read about it here
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