Strategic vision versus myopia. In the era of the dynamically changing business world, literature on management is gaining importance. Among many publications dedicated to this topic, “Shortsightedness Strategic Managers” (“Krótkowzroczność strategiczna menedżerów”) by Wojciech Czakon deserves attention. Although demanding, this book sheds new light on the key problems of strategic management and errors that can lead to the downfall of great companies. I am reading “Shortsightedness Strategic Managers” (“Krótkowzroczność strategiczna menedżerów”) by Wojciech Czakon. I really liked the title, so I bought it blindly.
Strategic Vision
The book is in the form of a scientific study, not light reading, requiring focus. It’s better to buy outside of Jagiellonian University Press, as it is not an intuitive platform, and unfortunately, the e-book format is only PDF (I was hoping for MOBI or EPUB). Besides, it is very inspiring for me. I can definitely recommend it in the category “good for scientists”. However, patient practitioners will draw interesting gems from it.
Here are some of the more interesting quotes:
“Unlike the authors of contemporary studies, who dominated views on external sources of failures (such as a drop in demand), Levitt directly linked failure to the errors of top managers and held them fully responsible.” [context: Nokia/Apple, etc.].
“The three types of shortsightedness Richard and others (1993) contrast with innovative companies, which are characterized by an orientation to consumer needs and a multi-industry perspective.”
“The tendency to ignore the long term is also strengthened by the fact that information about future opportunities is difficult and expensive to obtain, fraught with uncertainty, and the structural inertia of organizations discourages experimentation (Salmenkaita, Salo, 2002).”
“A classic example was the intense rivalry between Kodak and Polaroid in the instant camera market, which so focused the attention of managers of both major firms that they failed to see the development of digital technology (Bergen, Peteraf, 2002).”
And a TRIZ gem:
“Focusing on the immediate environment can bring positive effects, but behavioral economics calls them ‘isolation errors,’ manifested in seeking solutions in the immediate vicinity of existing routines.”
Conclusion of the Review
Strategic vision versus myopia. “Shortsightedness Strategic Managers” (“Krótkowzroczność strategiczna menedżerów”) is a read that, despite its academic form, offers valuable tips and warnings for anyone who wants to avoid the pitfalls of strategic shortsightedness in the future. Although it is not an easy book, its value for those interested in a deep understanding of the mechanisms leading to success or failure in business is invaluable. The book certainly deserves a place on the shelf of every serious manager and management researcher.
TRIZ Champion and Project Management Expert. Valued for opening thinking. The trainings he conducted were often a breakthrough event in the participants' careers. At TRIZ, he is fascinated by the possibility of providing simple solutions to difficult problems and breaking fixations. A trainer with over 20 years of experience, as well as a long-term member of the Supervisory Board at the ODITK GROUP. A respected speaker talked about TRIZ at Lean, Project Management (IPMA, PMI) and Production Management conferences.
