UNIT 4
In order to clearly communicate goals , Singh says his construct consists of three areas , “ First , I give them a crystal clear picture of what we want the end state of the business to be . How big do we want to grow ? What regions do we want to capture ? What customers do we want to target ? And how are we going to get them ?” All components of a standard business plan , Singh points out , but the difference is in the clarity and execution .
With an unrelenting focus on the end goal , and teams of teams all pointing towards the bullseye , Singh then sets a schedule , prioritises , and measures the efficacy of solutions . Those that are considered to be successful are amplified . Those that aren ’ t are scrapped before moving on to the next idea . It ’ s a systematic , quantified process that allows them to arrive at the best possible solution — A perhaps simple yet powerful concept that optimises outcomes .
“ I want them to be hungry and to do things because they want to do them , not because I told them to . So , let ’ s mutually agree on what ’ s important for you and for the company , and let ’ s consider that the floor because there is no ceiling .
“ The second thing I ask for is persistence . Nobody comes to work to fail . Nobody will drive to their office and say , you know what , today I ' m going to do a poor job and
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