“As humans, we have a tendency to think fast – we really like to take our first thought and run with it. This causes us to act very spontaneously. In management, that’s a huge problem […]. You need to slow down first and think about what it is you're doing. […] And then you can move fast – and that is also key to success [because] the longer a project is, the more risk it is exposed to, including black swan risks.”
We attempt to distill the lessons from two truly ambitious projects—NASA’s Apollo program and Pfizer’s Lightspeed project—and show how, to succeed, projects and organizations must resolve the tensions between ingenuity and control.
Keep resilience on the transformation agenda. Change programs that prioritize growth, debt reduction, and operational flexibility realize the full value of resilience and build advantage for the next crisis.
Realizing the promise of digital and gaining a sustainable advantage takes much more than investments in technology. Companies need to expand their capabilities of perception, cognition, and sociality to discover and exploit hidden relationships.
The technology agenda fits with a broader strategic agenda to embrace and thrive amid uncertainty and complexity, instead of trying to engineer them away.
Companies that conduct transformations and do M&A at the same time, and do it with an evidence-based approach, can create significant value.
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