What barriers to entry would they face if they decided to enter your industry? Do they have the people, technology and resources to overcome those barriers? What new technologies or ways of working are on the horizon that might eliminate those barriers? Do any potential players have the capability to introduce disruptive innovation into your industry? Look at companies in industries adjacent to yours. How are you positioned in relation to competitors within your industry? Are they growing faster or slower than you? If they’re generating faster growth, what are they doing new, different or better than you? Are they merely improving the status quo, or are they transforming your industry? Tracking the big picture involves pausing from time to time to scan the horizons beyond your industry, including three areas in particular: It also enables you to maximize the organization’s available resources, and develop the ability to quickly respond to sudden market changes. However, when you pull it off, balancing the big picture with the details creates a strong competitive advantage by allowing you to focus on the right opportunities for your organization. It grows even more difficult when you consider that the speed, rate of change, and universal access to information have created a whole new set of demands that require your daily attention.īalancing your energy and attention across both strategy and execution requires a combination of skills and ways of thinking that may not be natural to you. This poses a daunting challenge for most leaders. Successfully navigating your business through the ups and downs of today’s chaotic markets requires the ability to think strategically (big picture) and implement according to that strategy (details). If you can’t executive quickly and with flexibility, even the most brilliant strategy won’t get off the ground. Yet, in today’s insanely fast-moving markets, strategy development is only half the battle.
Too often, leaders think that creating a winning strategy is enough to position their organizations as market leaders. The challenge for today’s business leaders is we often need to be both at the same time. These two personality types think, process information and make decisions very differently, and both bring a much-needed perspective to the table. The “detailers” live in the trenches, focusing on the day-to-day tasks and activities that need to get done so the organization can win. Green, CEO, The Human Factor, Inc.Įvery business needs two very different types of people to succeed over the long term or people with two, often contrary skill sets – big-picture thinkers and those who focus on the details.īig picture people live at the 30,000-foot level, constantly exploring possibilities and potential to see where the organization could or should go.
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