"When you find yourself saying things like 'I wish my people took more ownership,' 'I wish we operated more like a startup,' or 'I wish we were more nimble,' remember that most organizations have created so much emphasis on tactical performance that their people cannot adapt.
Maintaining great performance over the long term will require organizations to also emphasize adaptive performance."
This brilliant article by Lindsay McGregor and Neel Doshi gives you insights into the differences between tactical and adaptive performance, plus three practical steps to strike the perfect balance.
Certainly worth the read if you want to improve performance in your organization!
Based in Southern China, Precision was the second-largest manufacturer of cell phones in the world at the time. Precision made it easy for managers to oversee their employees. Every spot on every line was visible to managers. Every step of the process was measured, and real-time metrics were easily accessible. Workers were carefully trained to follow processes exactly as they were laid out. But Bernstein and his team observed that when managers were not watching, employees secretly developed and shared better ways of doing the work. When Bernstein hid a set of production lines from managers’ view, the performance of employees on those lines increased by 10% to 15%. It turns out that when employees felt that they were being monitored, they felt pressured to stick to “proven” methods. They couldn’t adapt to improve their work.