World Monitor Magazine April 2017 - Page 110

additional content distinctive capabilities. Look for examples where you have excelled as a company, achieving greatly desired outcomes without heroic efforts. Articulate all the different things that had to happen to make these capabilities work, and figure out what it will take to build on your strengths, so that you can succeed the same way more consistently in the future. Sometimes a particular episode will bring to light new ways of building on your strengths. That’s what happened at Bombardier Transportation, a division of a Canadian firm and one of the world’s largest manufacturers of railroad equipment. To win a highly competitive bid for supplying 66 passenger train cars to a British rail operator, Bombardier shifted its manufacturing and commercial models to a platform- based approach, which allowed it to use and reuse the same designs for several different types of railway cars. “Platforming,” which was a new operational strategy for the industry, required adjustments to Bombardier’s supplier relationships and product engineering practices. But the benefits were immediate: lower costs, less technology risk, faster time-to-market, and better reliability. Bombardier won the bid — and, more importantly, learned from the experience, making the episode a model for other bids and contracts. When some Bombardier engineers complained about the platform approach on the grounds that it curtailed their creativity, the leadership had an immediate answer: The platform demonstrated capabilities that competitors couldn’t match and the company’s creativity could be focused on innovation. Additional contracts soon followed. The more knowledge you have about your own capabilities, the more 106 world monitor opportunities you’ll have to build on your strengths. So you should always be analyzing what you do best, gathering data about your practices, and conducting postmortems. In every case, there is something to learn — about your operations, and also about the choices you make and the value you’re able to deliver. 3. Be Ambidextrous In the physical world, ambidexterity is the ability to use both hands with equal skill and versatility. In business, it’s the ability to manage strategy and execution with equal competence. In some companies, this is known as being “bilingual”: able to speak the language of the boardroom and the shop floor or software center with equal facility. Ambidextrous managers can think about the technical and operational details of a project in depth and then, without missing a beat, can consider its broader ramifications for the industry. If strategy through execution is to become a reality, people across the enterprise need to master ambidexterity. Lack of ambidexterity can be a key X܂[ۚX؛[\ˈ܈[[KYUٙ\[ۘ[\ۛHۈ^X][ۂ[^HX[YHT\ܘY\܈BY[ۈو]\X][ۜ^HX^BH]ۈ[ܜ܈Z\]\›܈^\\HۈXYX]ܛ\[XYوZ\X[]H\Yۈ][ۜ]\ܝH\[x&\\[\]YK[H[[][ۈZ[[]\B\X[]Y\]H\[HYY\H[H[[[Y]\[ێB[[ۈXܙ[K[B\\H۸&][[]Z\KHXۚ^Kو\K]]\[ۙHYYH\]X[H۝\[[H\[x&\]YKH\X[\\X[YX\\܈^[\K[\\[Z\\X\Y[ۙ\ݙ\^\›XZH\\[[ܙHXܘ[ ^HX^HYY[]X[YBX][]YH[HXX ]^HYYH]\HوZ\H][ZHH\ܞ\[X^Y\Y\[\[\Z[[H]Y[ HYH[YX\ۈ[\X[H]\Xۚ^H]^H\BY\[H[[[HX]]\][[HXH[ZH[[ۙB[x&\܈HZHوZ[[YB\[]H\X[]Y\ˈ^HZY][[Y\H]]H\X[]Y\œ[K[Z[\K[\XY\۸&]]BH^\ۈY[ۙ܂Y X\YS\\[]^B]HH۝\[[Y]XX[[\][ۘ[]Z[›XZHHYY [][X\[ۜˈ›ۙ\[H[[܈^X]]HܙYXB^K8'H۸&]\H\]\ˈ^HY\^H\]\'HY[\XY\\[&][XY^\^H\Z[X\Y܂]\ܛYYHY[ۙH\˂[H[SXYH[[ۘZ\HYX‘^[YHX\ܙX]HX\]B[YJܝ[ M Kݚ[H[Z][Y\\[HܙX\\ܚXH[XY^\š[]YX[ˈ[[XYH[[ۘZ\\X\[[\\HZ[KBۙ\[ٛ[\[H\ۚX[\[[\Y\HX[ZK[[ܛ[\[\HX[]]š]H\]X[]K^H[[\[ۂH؝\\]YH[Y\B][]Z[][[[]\Y\ˈ\H\H[Z[\B[XY^\[H[]\H\[K