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Afterword > Need for Speed

Need for Speed

In a borderless economy, speed and certainty in decision making become paramount. This doesn't mean the dot-com fallacy that first movers always win. Rather, a management team will be more effective making 10 decisions in a week with three wrong than one making the same decisions over a month, with only one wrong. Few decisions are company killers and good organizations constantly make midcourse corrections. Fluid forward movement creates a Darwinian perfecting of the business model.

Communication of clear corporate goals, strategies, and tactics has never been more important because in borderless organizations time is short and decision making is broadly distributed. Rapid decision making must be supported by a common understanding of the organization's aims. This understanding creates the framework for effective collective action. One of the most common causes of failure among dot-coms was a lack of well-articulated and commonly understood goals. Companies grew so rapidly that new employees never gained that understanding. Commonly, management teams were too busy fighting fires (or hiding behind the silicon curtain) to create effective and consistent communications.


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