There has always been a queer mystique associated with people who drive the future of a firm with 6000 employees or of a million inhabitants of a city.
There has always been a queer mystique associated with people who drive the future of a firm with 6000 employees or of a million inhabitants of a city. Intense secret, intrigue, mutual rivalry, intense deep thinking, and supposedly superhuman abilities are associated with the top thinktanks.
Sure, they’ve wisdom and experience, but they are like other thinking purposeful humans, albeit with access to information that other employees are unaware of. The odds against correct decision-making are heavy, the competitive pressures are heavy – yet, it makes no case for seclusion of the decision-making process. Such processes can be a democratic as those about a nation (without commonalizing state secrets) – and few progressive organizations are waking up to this.
The error spread amongst a few savvy gentlemen can be only narrowed by pooling strategic dimension feel and thinking of all employees. This is what Gary Hamel advocated, with few takers though.