If race teams ran their projects and strategies the way organizations do, they couldn’t win. But then many project teams don’t feel like they are winning either. There is an exception however – those teams that are running their project reviews more like pitstops.
If race teams devised their strategies or reviewed their key projects the way that most organizations have traditionally done the driver would probably decide not to pull into the pit lane because it wouldn’t increase his, or her chances of winning.
As a result, cars would be sliding on bald tires, skidding on wet tracks and retiring due to mechanical failure. On the winner’s podium would be the driver with the good pit crew and the effective pitstops.
Once a project plan or strategy is created the clock is ticking. It can suddenly be overtaken by a competitor, or enter into a skid due to changing track conditions. That means you have to be prepared to pull your strategy, plans and initiatives into the pit lane at any time. Traditionally this didn’t happen however. Indeed, if race teams approached performance management and strategy the way many organizations do:
It is not always possible to see what is around the corner, to predict the moves of a competitor, changes in track conditions, and so on. That means teams have to be ready to adapt in an instant. They start the race with a strategy, but if conditions change they will revise, perhaps even scrapping it, if it is no longer working.
Excerpts from Growth Pitstop Book
…the driver would probably decide not to pull into the pit lane because it wouldn’t increase his, or her chances of winning.