📊 "Organizations often don't lose to competitors... but lose their own boardrooms."

📊 "Organizations often don't lose to competitors... but lose their own boardrooms."

"When organizations want to grow... but does sales power shrink?"

* A few years ago, I had the opportunity to have a conversation with a group of middle-class executives who oversaw the sales of a large company in Thailand. This organization was historically regarded as a "winged tiger" that quickly invaded new markets, made quick decisions, and dared to try things that others did not yet dare.

* In that era, the sales team was the heart of the organization. The supervisor was the one who knew the customer best, understood the deepest market, and dared to make decisions based on real information in the field rather than waiting for central orders.

* But today, the picture has gone awry, and the sales team that used to run up to customers spent a lot of time in the conference room, the team that talked to the market, talked to the presentation, and what is most clearly missing is the "innovation force" that was at the heart of the organization.

The question is... what happened to the organization that used to be strong?

* The answer lies not in competitors getting better or the economy getting worse, but in what I call "growth complications," or diseases that gradually turn workers into "PowerPoint warriors, or focus, or spend time with executive presentations."

= = = =

💥 Why are great sellers pulled into the conference room rather than sent out to customers?

As the organization grows, revenue increases, risk rises, what follows is pulling in consultants, analysts, and the international standards system to help "organize" the organization, sounds reasonable, and in many ways necessary.

"But the coin has two sides."

* Systems designed to control risk gradually suck decision-making power out of the supervisor.

* The sales team that used to understand customers, listen to market sounds, and make real-world decisions requires 70-80% of the time to prepare slides, analyze numbers, and answer executive questions by directing the consultants in the boardroom.

And most of this is not to close the sale, but to "survive" the approval process?

They are not measured by market results, but by the completeness of the presentation, e.g.

* The graph must be beautiful

* The assumption must be sourced.

* Numbers must be referenced on all lines.

* The format must meet the template specified by the executive or consultant.

Making the same from the frontline warriors, they became warriors in the air room, fought with slides, and lost quietly, "burned out" and "with all their heart" gradually.

The scary thing is that these great people do not fail from their abilities, but from systems that do not allow them to use their abilities.

= = = =

📉 "Wrong first" culture inadvertently kills innovation?

The real problem is not PowerPoint or the consultants, but the decision-making process that is gradually changing.

* Many organizations accidentally create a pre-audit culture. Every new idea must be examined, thoroughly, proven and negative questions before acting.

* Theoretically, this is risk management, but in practice, this is a signal: "Don't do anything that doesn't have a full answer... (or you'll get hit)."

What's the result?

Employees began to learn, "Do something new = more work + risk blamed."

Finally, everyone chooses Play Safe.

* Not offering new ideas

* No, try something never done

* Not out of the box ever approved.

* Do only things that pass easily in the meeting room, etc.

This is where innovation dies, because innovation requires space for trial and error and speed of learning, not perfection from day one.

= = = =

💡 How do global organizations make people more practical than sitting in meetings?

Looking at global innovation organizations, there is a clear difference.

* Google allows employees to experiment with new ideas through projects 20% of their time, even though they don't see the business model clearly because the company understands that learning from trying is worth more than analyzing on paper.

* 3M creates a global product like Post-it from a "failed" experiment because the organization does not punish mistakes, but learns from them, and gives time to incubate ideas.

The common ground of these organizations is not the prettier slide, but the

* Reduce catches before doing

* Add measurements after doing

* Value "hands-on" rather than "pre-explanation."

* Trust in front of the job rather than the process.

= = = =

🔄 How should an organization solve if it wants people to return to their full potential?

Thai organizations that want to come back to innovation have to dare to adjust three big things, which are not just about tools or organizational structures, but about the signals that leaders send out every day about what the organization really values.

1.Reduce Pre-audit, Increase Post-audit

* Pre-audit is to make sure everything is done before action, from assumptions, numbers, to subtleties, which sounds thoughtful, but in a fast-changing world, waiting for "100% ready" often means "too slow."

* Post-audit is to give the team the opportunity to experiment quickly, to act in a controlled way, and then to look back at the results from the real data in the field. This allows the team to learn faster, solve faster, and think more without wasting time defending the idea on the slide.

2. Change from "caught wrong" to "caught right."

* Many organizations accidentally create an atmosphere where workers feel that missing is a mistake, but in reality, missing is part of learning. Organizations that want people to work to their full potential must start by appreciating their courage, effort, and lessons, even if the results are not complete.

* For when people do not have to be afraid of guilt, they will be more emboldened to think, brave to try, and responsible.

3.Measure from Impact, not Format

* Impact is the actual outcome of a customer, market, or business, such as increased sales, problems solved, or lessons that can be taken. While Format is aesthetics, completeness, or document format, if an organization rewards Format more than Impact, people will spend more energy on documenting than creating value.

* As the measurement system changes, what people choose to do each day will change from surviving in the boardroom to creating work in the real field.

= = = =

🦁 "Let the lion out of the golden cage."

Lions raised in gold cages, good food, cold air, but not hunting, soon forget their predator instincts..."So are the good people."..

An important question that executives should ask themselves is, "Do we hire great people to make slides... or to create works?"

Because sales never happen in the boardroom, innovation never comes from the most beautiful files, but it comes from people who go out to face the real market, make real decisions, and learn from real mistakes.

If an organization wants to win in the business field, perhaps what needs to be reduced is not the cost, but the "lost time in the boardroom."

# Two stories a day

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