My class and I are now nearly half way through Semester 1, Year 2 of the Executive MBA. The respite of mid-term is upon us as we take a breather before the run in of the last few weeks of the semester.
As I reflect on the progress we have made to date, one key learning sticks in my mind. Subjects such as Leading the Innovative Enterprise, Performance Driven Marketing, Strategy (corporate and competitive), Business and Society and Organisational Behaviour have taught me one thing: There is no One Answer.
My background is a technical one – a degree in chemistry and a number of years of experience in manufacturing pharmaceuticals. In those environments, technical problems, investigations and experiments have a root cause, a numerical answer or a concise conclusion. The subjects already mentioned have required some reprogramming of my brain.
As I read case studies and analysed the information, I came to a conclusion. I entered class with my notes in hand confident I had found the right “one” answer.
“Honda’s strategy was sound no luck involved – well planned and executed.”
“Developing a customer relationship by pretending to have a keen interest in thorough bred bulls – no ethical dilemma here, this is fair game in the sales world”
“Flat organisational structures – ideological, can’t work in practice”
As I waited in anticipation, throughout the lecture, for the various professors and doctors to validate my rock solid conclusions I was often disappointed. Why are they not giving us the answer?
As my brain adjusted to this new environment, I realised that me finding that one correct answer was futile. What is important however is the discussion, the insights of fellow classmates, my study group members and the theory outlined in articles and course text books. Eventually I stopped worrying about finding the right answer and more about incorporating the appropriate learning to strengthen my analysis and reasoning.
Michael Collins ~ Executive MBA
