Your SlideShare is downloading. ×
0
The Hedgehog And The Fox
The Hedgehog And The Fox
The Hedgehog And The Fox
The Hedgehog And The Fox
The Hedgehog And The Fox
The Hedgehog And The Fox
The Hedgehog And The Fox
The Hedgehog And The Fox
The Hedgehog And The Fox
The Hedgehog And The Fox
The Hedgehog And The Fox
The Hedgehog And The Fox
The Hedgehog And The Fox
The Hedgehog And The Fox
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

The Hedgehog And The Fox

1,448

Published on

Reflections on different approaches to organization change

Reflections on different approaches to organization change

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,448
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. THE “HEDGEHOG" VERSUS THE "FOX" APPROACH IN THE PRACTICE OF ORGANIZATIONAL CHANGE Gioia Della Rosa © 2010
  • 2. THE HEDGEHOG APPROACHES THE WORLD IN TERMS OF A SINGLE ORGANIZING PRINCIPLE; THE FOX PURSUES MULTIPLE CONFLICTING GOALS SIMULTANEOUSLY. WHO HAS THE WINNING APPROACH TO SUCCESS? “THE FOX KNOWS MANY LITTLE THINGS, BUT THE HEDGEHOG KNOWS ONE BIG THING”
  • 3. THE HEDGEHOG “The hedgehog knows one big thing…”  One simple idea makes everything work  Every question has only one answer  It’s either right or wrong  .. Can you add your own?
  • 4. THE FOX “The fox knows many little things…”  Life is complex  Every question can have many true answers  Between black and white there are many shades of grey  … Can you add your own?
  • 5. THE FOX AND THE HEDGEHOG IN A PROJECT LIFE A “project” is one messy bundle of expectations, emotions, fears and hopes, hidden behind the screens of objectives, results, deadlines, skills and tools… Who has the best chances to survive? Should one defend and protect, or go around and tackle different angles?
  • 6. HOW THE HEDGEHOG SEES THE PROBLEM “We need to keep our head down, focus on the few things that matter. We should explain simply, a slogan communicates very well. We want people who are highly specialized, and know our business inside-out. We need to put together a 3-year plan organized by tasks and resources; we will review the plan on a weekly basis to analyze the variances. If we take one step at a time, everything will be under control. The CEO will speak to the COO, who will then speak to the SVPs, and then to the VPs etc. so that everybody will be on board..”
  • 7. HOW THE FOX SEES THE PROBLEM “Let’s start with a small cross-functional team, let’s brainstorm all the ideas we can put together. We’ll make a plan for the next 3 months; we’ll then see what has worked well and adjust accordingly. We should not be too emphatic about this, people may get scared and we don’t have all the answers yet. We will bring people in as needed. We will do a pilot in a couple of locations, possibly hire a few consultants who had success with a best practice solution in a different industry. Down the road the team will send an email to everybody and ask for feedback..”
  • 8. THE RISKS FOR THE HEDGEHOG Everything is good until a monkey wrench is thrown at you: a leadership change, an acquisition, a market crash, a new competitive product launch.. You are asked to do things in a very different way, to plan ahead for risks and contingencies, to redesign your processes. When organization life is not about experience and consolidation, hunkering down showing your spikes is not a good choice.
  • 9. THE RISKS FOR THE FOX Chasing many preys can be very tiring and radical change may scare the people that need to be on your side. The finish line is too far ahead and the organization is simply too large to be moved quickly. You need to proceed at a reassuring pace showing confidence. It is about core competencies, building your brand and spinning off marginal business. Buffers and redundancies are too expensive. The quickest road between two points is simply a straight line.
  • 10. WHO WILL SURVIVE? The easy answers: • At times be the hedgehog, at times become a fox. Or: • Start with the hedgehog but be ready to pick up fox’ behaviors. It’s all in the context and in the congruence. Also: • If you are a hedgehog, pair with a fox. If you are a fox, find your hedgehog.
  • 11. BUT: • Coexistence is difficult • Different skills are hard to sharpen • Winning decisions will repeat themselves • What do we reward?
  • 12. MY CONCLUSION BELONGS TO THE FOX: It’s complicated, but if you have speed: run; if you have spikes: roll up in a ball. Your nature cannot be changed.
  • 13. WHAT IS YOUR EXPERIENCE?
  • 14. CREDITS Hedgehogs and foxes have appeared often in literature and business texts. 1. Archilocus: Greek poet (c.680 BC – c. 645 BC), the first to be quoted for the famous "The fox knows many things; the hedgehog one great thing“; 2. Isaiah Berlin: Russian philosopher (1909 – 1997), categorized thinkers and writers either as “hedgehogs” or “foxes” according to their views of the world and history; 3. Jim Collins: American business author (1958-) in his “Good to Great” used the hedgehog concept to describe some of the qualities that make a company great.

×