Corporate instant gratification
Focus on the problems that really matter
Reactiveness as a strategy is not a great way to operate. It is time to stop acting like we know what we are doing and start thinking about what needs to be properly done. The problem with this, is that it might require for us to stop and analyse the circumstances, the environment, the possibilities and our weaknesses, which means that we will not be able to do the things that we are supposed to be doing on regular basis, or what in reality happens, we are not seen by others like doing what we are meant to be doing.
We can’t afford to stop, stopping is not productive, let’s continue marching and eventually we will get to where we want to be… Somehow…
There’s no point for teams and companies to perform activities that cannot be fully delivered, what for in the first place?
One of the main problems many organisations face is this idea that doing anything is always good and better than not doing anything at all, while on the hand they are also preaching their aim towards efficiency and productivity.
Why would you invest time and money in doing something that it is not clear how to move it forward or if it can be materialised at all? It doesn’t make sense.
How to change this? Focus on what really matters, focus on improving the things that truly need to be improved, the ones that required to be fixed and that will an impact when achieved. Are these more complex and difficult? Most likely yes, but that’s also why
- They require the attention
- They are usually deflected
Start with them, and step by step the rest will usually follow, rather than go back and forth with small solutions that provide temporary relief but not in depth long-lasting impact.
Quick fixes and small victories are ok, but they are just that, quick and small, and that’s what they are meant to be, nothing more, nothing less, a band-aid, on top a small wound so we can keep moving forward. Do you know someone that applied a band-aid for years? No, right?
As companies move into what, for them, are new terrains, agile, MVPs, quick-wins, and many more that seduce them into feeling dynamic and responsive, a new type of threat might be appearing, the possibility of an endless number of “quick-wins” emerging all over the company, with little thought given into what to do next or how to progress them, while putting on the side the focus or time into solving the actual problem.
These quick solutions might be indeed helpful right now, making the job better, easier or even faster for many, but as a business, it is important to not forget that if something is created to be temporary it has to be treated like that, otherwise is going to become your new default solution and stay there forever.
If they are meant to be quick and small solutions, treat the like so, otherwise, these are nothing more than corporate instant gratification.
