Innovation, transformation, change, competitive advantage, operational excellence, digitilization, cost reduction, customer centricity, efficiency.
Every item on this list of goals has something in common – it crosses the organization structure and siloes of Strategy, Budget, Resource, People, Projects, Risks..
Having said that, we all realize that to solve a big complex problem one must break it into a set of smaller problems, in order to automatically try and fit the best solution from the best vendor in the most cost effective manner.
Gartner is without a doubt the best starting point for making this decision, followed by a long and well-gated procurement process the company will be in good hands in implementing the best of breed!
But would it help the company achieve its goals?
“In applied mathematics and computer science, a local optimum of an optimization problem is a solution that is optimal (either maximal or minimal) within a neighboring set of candidate solutions. This is in contrast to a global optimum, which is the optimal solution among all possible solutions, not just those in a particular neighborhood of values.” (Wikipedia)
I argue that leadership should coin a different way of decision making and solution selection, one that crosses the siloed approach and aspires to connect the dots and aims for the efficiency and effectiveness related with looking at the global optimum, the bigger picture.
I believe leaders today are faced with unprecedented challenges, Chris Armbruster’s uses a strong statement “Change is accelerating“ in his wonderful “10 Transformation Essentials for the Exponential World” post.
Leader’s nature/education/experience enable their mental capability to cope with accelerating change, but the inherited detach between decision making and actual execution drives others towards the existing process of handling the local optimum.