Four Necessary Rules in a Rapidly Changing Market

I have just been hired as the chief executive officer for a prestigious and traditional

telecommunications Company. This Company has been very criticized lately because of its latest

results. What has been said on the news is that the new and upcoming competitors have irrupted

in the market with very aggressive strategies. This situation was not expected from the

executives at the company, at they have hired be to change the way they have be doing thing, to

stand a chance against the competition.

In order to do this, I am going to set four rules that I believe will improve the companies

performance abruptly. The first of these rules is setting the objectives, so everyone in the

company can be aligned with the goal. In second place, the company must eliminate the

bottlenecks. Third, allow the organization of teams where everyone has a say and can execute

new innovative ideas. The last rule that will be implemented in the company is that all human

resource policies must be forgotten. We are all in this together, aiming for the same objectives

everything that has to do with employee control must be eliminated. The reason I will

incorporate these rules and the way these can be incorporates will be explained in the following

paragraphs.

I think the first and most important rule that must be set is everyone must work for the

same cause. Everyone in the company must be focused on achieving the companies objectives,

and there must be constant reminders as to what these objectives are, weather its growth,

innovation, social good etc. The company must be able to identify what resources are keeping the

organization from achieving its major objectives. The reason this happens is because the
opportunities and investments exceed the resources. As Donald Sull and Kathleen M. Eisenhardt

explain in her review, these bottleneck strategies must be avoided at all costs and a company

must determine why something is now working or what has worked in the past (Simple Rules for

a Complex World, 2012).

It is absurd that the only a reduced group of people make the decisions in a company. As

any organization grows, confidence and liability must be set on more people. If in the beginning,

when the founders of the company I am working at now built the organization from scratch, it

was obvious that they made all the decisions, because everything that happened in the market

was reachable. Companies seem to be afraid to allow other people to make decisions and execute

new ideas. As Daniel Kahneman, Dan Lovallo, and Olivier Sibony say in their review, the people

recommending a course of action will have delved more deeply into the proposal then the

executive has time to (Before You Make That Big Decision... 2011). This is a clear statement of

the importance of allowing other people to call the shots and create teams who have voice and

vote in a companies actions.

The problem with this company is that they are doing things the old fashion way,

worrying to much about meaningless policies in there attempt to align the employees interests

with those of the company. Patty McCord explains how Netflix sets a great example when she

mentions the importance of hiring, rewarding and tolerating only fully formed adults. The top

priority of a manager must be to build great teams. These leaders must be whom build the

company culture. Minds that think as innovative businesspeople do are highly needed in this

company in order to have better results (How Netfliix Reinvented HR, 2014).
 I believe developing these four rules will simultaneously change the organizational

culture and allow the company to accelerate and improve its strategic decision making process. It

is common that traditional companies like the one that hired me end up loosing sight of how to

achieve success in a competitive environment that has become much more dynamic. The most

common and profound problem is when a process is composed of hierarchical decisions, where

few people in high organizational positions make decisions based on information prepared by

people in the lowest positions, being these people who know in the end whats best for the

organization. These changes force organization to implement rules that accelerate decision

making in an organization and is why I believe developing these four changes will develop an

environment more focused on innovation and change, anticipating the aggressiveness of small

businesses seeking to disrupt their ideas in the market.

Lo que me gust:

- El ensayo agrega valor ya que, incorpora ideas propias y responde a las caractersticas de
ensayo solicitadas. Se hizo uso de ejemplos cotidianos para mostrar las ideas tratadas
- La ideas tienen buena conexin y van acorde a las preguntas que se deban responder
- Se destacan claramente las ideas requeridos y las fundamenta con las lecturas abordadas.
- El ensayo es de carcter liviano a la lectura e interesante.
- La redaccin se realiza de forma clara y entendible, de manera fluida y de buena forma.

Lo que me habra gustado:

- Falto un poco ms de uso de la bibliografa requerida.