Charles F. Kiefer

Paul B. Brown

Leonard A. Schlesinger

Todos sabemos cómo se llevan a cabo los nuevos proyectos en un mundo predecible: se forma un equipo, se analiza el mercado, se crea una previsión y se redacta un plan de negocios. Luego se recopilan los recursos y se pone en marcha el plan.

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Reprint: R1203R 
In a predictable world, getting a new initiative off the ground typically involves analyzing the market, creating a forecast, and writing a business plan. But what about in an unpredictable environment? 
The authors recommend looking to those who are experts in navigating extreme uncertainty while minimizing risk: serial entrepreneurs. These business leaders act, learn, and build their way into the future. 
Managers in traditional organizations can do the same, starting with smart, low-risk steps that follow simple rules: Use the means at hand; stay within an acceptable loss; secure only the commitment needed for the next step; bring along only volunteers; link the initiative to a business imperative; produce early results; and manage expectations. Momentum is gained by continuing to act based on what is learned at each step. 
The launch of Clorox&#8217;s Green Works product line is discussed as an example.

New Project? Don’t Analyze—Act

Reimpresión: R1203R En un mundo predecible, poner en marcha una nueva iniciativa normalmente implica analizar el mercado, crear una previsión y redactar un plan de negocios. Pero, ¿qué pasa en un entorno impredecible? Los autores recomiendan acudir a quienes son expertos en sortear la incertidumbre extrema y, al mismo tiempo, minimizar el riesgo: los emprendedores en serie. Estos líderes empresariales actúan, aprenden y se abren camino hacia el futuro. Los directivos de las organizaciones tradicionales pueden hacer lo mismo, empezando por medidas inteligentes y de bajo riesgo que sigan reglas simples: utilizar los medios disponibles, mantenerse dentro de una pérdida aceptable, garantizar únicamente el compromiso necesario para el siguiente paso, atraer solo a voluntarios, vincular la iniciativa a un imperativo empresarial, obtener resultados tempranos y gestionar las expectativas. El impulso se gana si se sigue actuando en función de lo que se aprende en cada paso. Como ejemplo, se menciona el lanzamiento de la línea de productos Green Works de Clorox.

&iquest;Nuevo proyecto? No analice: act&uacute;e

Reprint: R1203R In a predictable world, getting a new initiative off the ground typically involves analyzing the market, creating a forecast, and writing a business plan. But what about in an unpredictable environment? The authors recommend looking to those who are experts in navigating extreme uncertainty while minimizing risk: serial entrepreneurs. These business leaders act, learn, and build their way into the future. Managers in traditional organizations can do the same, starting with smart, low-risk steps that follow simple rules: Use the means at hand; stay within an acceptable loss; secure only the commitment needed for the next step; bring along only volunteers; link the initiative to a business imperative; produce early results; and manage expectations. Momentum is gained by continuing to act based on what is learned at each step. The launch of Clorox’s Green Works product line is discussed as an example.

¿Nuevo proyecto? No analice: actúe

Resumen.

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