Create a String of Pearls | Don’t Look for a Silver Bullet

Winning isn’t about a perfect or big tactic; it is about stringing together a set of logical, cohesive concepts, and executing them to perfection… or at least better than the next best contender.

Would you ever buy one pearl or a random assortment of different pearls?

Highly unlikely! The reasons are simple.

  1. As beautiful as one pearl is, it is practically useless on its own. Even with several dissimilar pearls, it is hard to do anything with them.
  2. Even more importantly, finding additional pearls that exactly match the one in front of you is going to be extremely difficult.

In this analogy, a single pearl is a specific corporate tactic to solve a specific problem. Applying the same thinking, we should never get too excited about one-off tactical ideas. Ideas are often mistaken for a game-changing strategy without deeper assessments or a grander picture, which cause significant distractions. Vast majority of such concepts are valuable as inputs to a brainstorming exercise; but not as solutions to major organizational issues.

How much more valuable is it if you can string together a set of pearls into a beautiful necklace?

It’s a rhetorical question. Someone offering to sell you a beautiful string of pearls which is visually cohesive immediately proves that the article is a practically usable one. You also immediately know that the creator took the time to find and put together pearls that match and ensured that the whole is more than the sum of parts.

Corporate tactics are very much the same. They are only meaningful in the context of all the other tactics and the holistic picture (strategy) that the company is working towards. This is a critical foundational concept because access to basic, unfiltered information has become prevalent; solving big overarching organizational problems with these one-off tactical ideas is ineffective.

On a standalone basis, tactics around product development, marketing approach, sales management and processes, etc. are all activity for the sake of activity unless they all align and push in the same direction to ensure that the collective organizational problem is addressed.


Published By

John Oommen
john@turnaroundscience.com

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