World Monitor Magazine April 2017 - Page 115

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, quick- thinking, 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 ]YX[ ˘B\ܝYHUTАRŒLL