In a previous article about applying a Minimum Viable Product approach from a startup environment to established companies contexts, I opened the subject at the end of the article on the issue of decision-making in established companies and how it could be a challenge to go fast. So let’s talk this time about this issue of decision-making, hence management.
Going digital means a lot of things, from technological to business transformations, impacts on processes, organizations, etc… What is the bottom line for any company which takes the path of digital transformation? It’s to survive by adapting and having the capacity to move as fast as its competitors, especially disruptive newcomers who have the advantage of “no legacy” to slow them down. Speed is key, in an uncertain and complex environment, and this is a whole new challenge for management of large organizations: if your organization scales up to 1000, 10 000 or 100 000 people and has 5, 10, 15 or more levels of management, how can you ensure that decisions taken at the top level management will be taken into account… especially if these decisions may need to change rapidly to cope with accelerated changes on the market? Well, you can not.