tag:blogger.com,1999:blog-5461010492997967211.post6780841093791772445..comments2023-08-21T04:21:39.084-05:00Comments on Planninga from Nanninga: A Strategic Planning Blog: Strategic Planning Analogy #271: Nuance is NeededGerald Nanningahttp://www.blogger.com/profile/10102230443942149045noreply@blogger.comBlogger3125tag:blogger.com,1999:blog-5461010492997967211.post-14258496019940080252009-09-17T01:43:40.504-05:002009-09-17T01:43:40.504-05:00Gerald,
I appreciate your reply. I agree with what...Gerald,<br />I appreciate your reply. I agree with what you said as it conforms with the saying that nobody should attempt to change horses in the middle of a river. My institution challenges this advice. In your example, the company had the option reduce the building size during construction,, to give one example. More importantly is that during hibernation companies may recruit as this is the best time to attract talent and give new employees enough time to “condition” with the working conditions. This option was not considered by the company you gave as an example. <br />In essence, I agree mostly with what you said about major decisions; however, this does not negate the need for making some adaptations.ali ananihttps://www.blogger.com/profile/17948497521950629086noreply@blogger.comtag:blogger.com,1999:blog-5461010492997967211.post-9066873329638877022009-09-16T17:14:59.422-05:002009-09-16T17:14:59.422-05:00Ali;
Yes, many decisions can be made in small dos...Ali;<br /><br />Yes, many decisions can be made in small doses and have lots of adapting. However, some strategic decisions are large and require a major committment. This would include buying or selling divisions, introducing a new product line, and so on. <br /><br />For these larger decisions, a full commitment is needed--either for or against. You cannot half-heartedly jump over the Grand Canyon in two steps. It has to be one step. Any more, and you fall into the center of the canyon and die. <br /><br />Later, you can adapt (you must adapt). But if the major decision was the wrong one, it can be difficult to go back. So make those types of decisions carefully. And as you point out, avoiding a decision is an option, but in the end, isn't that the same as saying no?Gerald Nanningahttps://www.blogger.com/profile/10102230443942149045noreply@blogger.comtag:blogger.com,1999:blog-5461010492997967211.post-52467851711505719442009-09-16T11:40:49.295-05:002009-09-16T11:40:49.295-05:00Dear Gerald,
Again, you provoke me with your origi...Dear Gerald,<br />Again, you provoke me with your originality. As much as I liked this article, still it left me perplexed. The “choice between opposites” such as to move or not to move is missing a third foggy and straining choice, which is NOT making a choice. This is analogous to the state that lies between order and disorder in the complexity science. Systems need to strain themselves so as to adapt with the changing business environment. I believe the problem was not only, as you rightly stated hurriedness to move. More it was of not receiving timely signals to adapt with the new business environment. Removal of business strain will only help in accepting the prevailing conditions with disregard to the pressing need for adaptation. I would go further and assume that the company profited from its move because business prospered and the old headquarters appreciated. Does this mean the company took the right decision? I doubt it because businesses should learn and adapt. This is not one shot in the arm, but rather a continuous process. <br />Gerald, I do not know if you would agree!ali ananihttps://www.blogger.com/profile/17948497521950629086noreply@blogger.com