All too often, most large companies focus on individual technical knowledge and skills, whereas in most cases, it’s tactical skills, group management and a holistic approach that really make the difference. Why is this?
This can be argued in various ways:
• Individual performance is easier to quantify or qualify than that of a group.
• Evaluating group tactics or concepts is too complex, requiring time, thought and patience.
• More and more “virtual” activities, or those with no direct link to the production of results, are being carried out, making it impossible to place them correctly in the scale of values or to judge the real contribution.
Beyond the debate, it should be noted that most activities carried out individually are correct, completed within the allotted time and with the required quality. This still doesn’t guarantee operational success or margins.
One example is the tactics required to develop and complete a project. There are several aspects to tactics:
• Place the project in the company’s perspective, its importance and criticality: don’t under- or overplay the stakes.
• Playing deftly with deadlines and bringing the project to management at the right time, so that the decision is “obvious” or in line with the company’s logic.
• Put the right people in the right positions to break down barriers or facilitate horizontal work.
• Find project ambassadors who can literally “carry” the project to the right people.
• In some cases, combine activities or challenges so that the whole can carry sufficient weight with management.
• Anticipate reactions and/or opposition by preparing arguments and solid communication.
Reading the above points, one might think of a form of large-scale “manipulation”, when in fact it’s simply a matter of “packaging the product” in a subtle and convincing way vis-à-vis management, staff or third parties.
In most management schools, the notion of “knowing your customer” is emphasized, but just as often forgotten is the need to know how to dose the approach and find the right tactics to guarantee success. Observing some monumental failures, it’s reasonable to doubt that the old principles of tactics are fully integrated.
Today, the complexity of project management and business in general is unparalleled, and the number of parameters to be considered has exploded. Even more reason to have a subtle, well-honed tactical approach.
Even if comparison is not reason, tactics are still an integral part of the “school of war” of every army in the world: and why? Whatever the “anti’s” may say, and even though we’re far from being an apologist for violence, we must admit, when reading the very painful moments of history, that every time tactics were not on the agenda or perfectly executed, the war was lost, even though the other “parameters” were positive…
Even imagining a totally peaceful and positive world, tactics haven’t said their last word.
Good thoughts, happy weeks and see you soon.