additional content why it matters . Everyone moves quickly and decisively , because they have the ingrained judgment to know who to consult , and when . People trust one another to make decisions on behalf of the whole .
Many of the attributes of Silicon Valley companies owe a great deal to the high level of collective mastery in the area . The culture of these companies encourages risk taking , because it ’ s expected that people will make mistakes — not as a goal , of course , but in the process of learning . People expect their colleagues to be informal , quickthinking , and unassuming . They rely on systems and processes only when they add value , and are willing to jettison them at other times . With this type of culture , people can focus on getting results .
Collective mastery builds over time when people have the support and encouragement they need to work easily and readily across organizational boundaries , with a high level of trust and frequent informal contact . Even when they hold different perspectives , they get to the point where they understand one another ’ s thinking .
To operate this way , you have to be flexible . That doesn ’ t mean giving up your strategy ; you still should pursue only opportunities with which you have the capabilities to win . Indeed , knowing what you do best allows you to be closer to the customers who matter , and to give more autonomy to employees . Because you are less distracted by nonstrategic issues , you have the attention and resources to pursue worthwhile opportunities as soon as they arise . Collective mastery also makes it easier to conduct an experiment : to launch a project and learn from the response without making a huge commitment . This high level of fluidity and flexibility is essential for navigating in a volatile economic landscape .
In the end , the 10 principles of strategy through execution will do more than help you achieve your business goals . They will also help build a new kind of culture , one in which people are aware of where you ’ re going and how you ’ re going to get there . The capabilities you build , and the value you provide , are larger than any individual can make them . But by creating the right kind of atmosphere , you make it possible to not just stand in the weeds and look at the stars , but reach a higher level than you may ever have thought you would .
Author Profiles :
• Ivan de Souza oversees global thought leadership for Strategy &, PwC ’ s strategy consulting business . Based in São Paulo , he is a partner with PwC Brazil .
• Richard Kauffeld is an advisor to executives in the consumer products industry for Strategy &. He is a principal with PwC US , based in New York .
• David van Oss is a partner with PwC UK in London , specializing in innovation strategy .
• Several Strategy & thought leaders contributed to this article . They include PwC US principals Paul Leinwand , Patricia Riedl , Steve Treppo , Hans van Delden , Christopher Vollmer , Anil Khurana , and Mark Strom , along with Strategy & head of marketing Ilona Steffen and Strategy That Works campaign director Nadia Kubis . Also contributing were PwC UK partner Craig Kerr and PwC US editor Julia Heskel .
• Fit for Growth is a registered service mark of PwC Strategy & LLC in the United States .
based on Strategy & Reference : www . strategyand . pwc . com supported by EUROBAK
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