But what can push companies to “salami” their projects instead of thinking globally? Because of a lack of ambition, a lack of experience, of courage, because of financial issues? We can answer without too much hesitation that it is a bit of all these things at once, even if this is neither gratifying nor satisfactory…
There is a saying that “you must have the courage of your ambitions”. It must be noted that for most business leaders, pragmatism almost always prevails over vision: one is ready to make many compromises, if it works. Is that leadership? For us, that corresponds to the function of ‘managing’?
Being pragmatic and not falling into dogmatism is a cardinal virtue. In fact, it is not about dogmatism here, but rather about keeping in mind a vision and an ambition that will be communicated and carried to managers, staff, customers, and partners.
One advances in “political” matters with “prophylactic measures” because it confuses vision and tactics, but dilatory measures are perverse because they generally bring nothing conclusive, cost a lot of time, money, and energy and above all generate frustration.
Staff often have a more realistic approach to things than some leaders and are, in many cases, able to understand a vision and support it. It is therefore important to show the way, explain the steps and support each step in the right direction. Doing the opposite often leads to nothing.
Pretending that a global project is a sea snake, or a vision of the spirit is a sign of bad faith: well anticipated, well managed, well conducted and well framed, large-scale projects are perfectly feasible and often represent great successes. It is then up to everyone to fulfil their role, mission, budgets, and deadlines.
Would it be a very Swiss approach to “think small”? We do not think so, but it is time for some managers to stop hiding behind difficulties and not undertake anything big: doesn’t luck smile on the bold?
Courage, good thoughts and good reading.