The values expressed in these messages become the implicit vision of the organization. And the reward systems must explicitly change the behaviors that are supported at every level. At the beginning of this White Paper, a reference was made to expeditionary planning, where new prototypes are created and implemented rapidly, and assessed and adjusted quickly, in order to respond to new opportunities and shifting external demands. The idea is that a clear and compelling vision can provide sufficient direction, and that perfect strategies are neither necessary or feasible. Solutions become known through innovation and continuous improvement.
Control becomes less important than functionality.
Management procedures are structured to reduce process, in favor of results. In bureaucracies, there is a deliberate tendency to diffuse authority. There is no value associated with speed of decision-making, and control usually is more important than effectiveness. Experimentation and possible failure are discouraged. However, a more innovative organization will place a higher value on brisk decisions, assume risk and expect occasional failure, and measure outcomes rather than inputs through continuous assessment and feedback.