Blue Ocean Strategies Summary Chapter 7: Overcome Key Organizational Hurdles After you have developed a blue ocean

strategy for a business model that is profitable, then it must implement it in order to find the challenge faced by the company in the way of implementation, so that it could find the hurdles in between their strategy. But when compared with red ocean strategies against the blue ocean strategies it represents a significant departure from the status quo. The challenge is very sudden and there are typically four major hurdles that must be addressed:
1) Cognitive: Waking employees to know the fact that a significant shift in strategy is

needed. Competing in a red ocean may not be the correct path for future growth but it should be understandable and comfortable for most people within the organization. 2) Limited Resources: The greater the hurdles are the more resources are needed to be required. In most business environments most of the employees are already fully occupied in execution of the day- to-day work which is involved in running the existing business.

3) Motivation: How do you motivate key players of your business to move fast and persistently to carry out a break from the status quo, and this the hurdle which is faced within the company, where employees blame company for any problem that exist within the company, these are those employees that are working efficiently within the company, but on the other end those employees who know that they would be targeted by the company are always willing to switch jobs without going to solve the problem but they focus on switching jobs.

For a tipping point leader one of the most significant challenges is to save the organizations resources and to eliminate the waste from the organization so that it could focus on identifying the factors that has a influence on the organizational Tipping point leadership builds on the insight that inspires a fast change in mindset of the people that is internally driven from organization. and it is also important to listen to the most disgruntled customers firsthand. in every organization there are people. cold spots. you should also see operational discrepancies and this can only happen if you pay attention outside your office that means in operations you should more focus. Horse trading involves trading your unit’s excess resources in one area for another unit’s excess resources to fill remaining resource gaps. a) Meet with Disgruntled Customers To root out the cognitive hurdle. then it observed that most leaders are faced with the reality of having limited resources. and horse trading. and activities that influence on performance of the business. The tipping point leaders concentrate on multiplying the value of the resources they have. In every organization. In the book of Blue Ocean it is called as “Tipping point leadership”. Tipping point leader are made by the rare exploited corporate reality that in every organization exists. acts. where people are the first one to bring in politics in certain issues to achieve personal gains or even they might be working on a vendetta to not give you space to work with conviction and determination. Don’t rely on market surveys as they are not your eyes. For creating a blue ocean and for overcoming these four hurdles a company needs a leader who has the ability to overcome these hurdles and to create a blue ocean. They can do that by using these approaches hot spots. hot spots and cold spots typically abound. In contrast.4) Politics: In every company there is politics involved. . b) Jump the Resource Hurdle After people in an organization accept the need for a strategic shift and even agree on the new strategy. Hot spots are activities that have low resource input but high potential performance gains. cold spots are activities that have high resource input but low performance impact.

And because in most organizations there are a relatively small number of key influencers. the key influencers in the organization. or who have an ability to unlock or block access to key resources. you should concentrate your efforts on kingpins. but they must also act on that insight in which a company can achieve it in sustainable and meaningful way.c) Jump the Motivational Hurdle To reach your organization’s tipping point and execute blue ocean strategy. you must alert employees to the need for a strategic shift and identify how it can be achieved with limited resources. inclusion. . To make the challenge attainable. This is what we refer to as fishbowl management. and fair process. People must believe that the strategic challenge is attainable. These are people inside the organization who are natural leaders. it people must not only recognize what needs to be done. Atomize to Get the Organization to Change Itself Atomization relates to the framing of the strategic challenge—one of the most effective and sensitive tasks of the tipping point leader. There are three factors that influence employees that are: Zoom in on Kingpins For strategic change to have real impact employees at every level must move in similar direction in order to trigger an movement of positive energy or it can be also called as synergy. For a new strategy to become a organizations strategy. it is relatively easy for the CEO to identify and motivate them Place Kingpins in a Fishbowl At the heart of motivating the kingpins in a sustained and meaningful way is to shine a spotlight on their actions in a repeated and highly visible way. For fishbowl management to work it must be based on transparency. Light is shined on who is lagging behind. who tend to share common problems and concerns. By placing kingpins in a fishbowl in this way you greatly raise the performance of the fish in the bowl. who are well respected and persuasive. where kingpins’ actions and inaction are made as translated to others who are fish in a bowl of water. in order to change. Bratton broke it into bite-size atoms that officers at different levels could relate to. Rather. and a fair stage is set for rapid change agents to shine.

tipping point leaders focus on three influence factors: Angels. . Even if an organization has reached the tipping point of execution. Consigliere on their top management team. Devils are those who have the most to lose from it. And a consigliere is a politically expert within the organization and who is highly respected insider who knows in advance all the land mines. the vested interests will always resist the awaiting changes. Devils. To overcome these political forces. including who will fight you and who will support you. Angels are those who have the most to gain from the strategic shift.d) Knock Over the Political Hurdle Organizational politics is an unacceptable reality of corporate and public life.

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