Hi! Managers: Don't get stuck: dare to be different and move ahead

In the first race, both teams were in similar condition. But, the Japanese team won by a mile. The mood in the Timbuktu team was close to freezing point. The top management decided to win the next race. So they established an analysis team to observe the situation and recommended an appropriate solution. After several weeks, the analysis team found the Japanese had seven rowers and one captain. On the contrary, the Timbuktu team had seven captains but only one oarsman.

So many chiefs, yet no Indians! Timbuktu's management hired a consulting company to restructure the team. Then, the team had only four members, consisting of two managers, one senior manager and one rower. Besides, the Timbuktu team improved rowers' performance by changing their working environment and offering a reward and recognition scheme.

No matter what the Timbuktu team did, the Japanese team still won the second race - this time by 2 miles. The Timbuktu team management immediately fired the rower. But a bonus was considered for the management for strong leadership and team motivation showed during the preparation phase.

The consulting company prepared a new analysis. The strategy and motivation were

good, but the tools were below standard.

Finally, the rowers were replaced with a motor as the best solution for the Timbuktu team, because it was cheaper and they could not hire new oarsmen.

In the third race, the Japanese captain was outraged, but decided he would captain his boat with dignity. He did so, but lost by 3 miles. That day, he committed hara-kiri.

The Japanese rowers continued to train for the next race. Their improvement processes were developed, such as modifying the oars, hiring a new captain and applying new technique.

But the fourth race was another disaster for the Japanese, because the Timbuktu team discovered that a second motor could be put on the boat to make it go nearly twice as fast. The Timbuktu team won by 4 miles. The new Japanese captain killed himself in shame, and so did the others in the team, which had not changed in all these years of hard work.

The same story kept repeating itself ... until the Japanese team management realised that to win the race, they needed not only to improve the strategy and rowers' performance but also to change from their traditional methodology to advanced technology.

Human capital is undoubtedly important, but it must be developed in parallel with innovation. Outsourcing is not everything. If a firm fails to keep up with the pace of technological change, it will win nothing, regardless of management structures, procedures, protocols, improvement programmes or team quality - non-core activities.

Small changes can make huge differences.

(This column was written based on a story by Momentum Advisory Partners.)

Chantana Sukumanont is executive vice president of Siam City Cement. Her column is published on every second Monday of the month.