Change your thinking before you change your strategy
In another recent HBR article, Mark Bonchek and Barry Libert, argue that organisations wanting to undertake a transformation are in need of a new mental model and new measurement model just as much as a new business model.
You have to change how you think before you can change what you do, and then change what you measure to close the loop.
The authors cite examples of companies trying to copy the business model of another and failing as they had not change the way they thought or measured results. The primary example given is the Southwest Airlines business model and the attempts to copy it by Continental Lite, Ted by United, and Song by Delta which all failed. Whereas JetBlue, which has emulated all three models, has succeeded.
Southwest cofounder Herb ‘Kelleher is known for saying: “I tell my employees that we’re in the service business, and it’s incidental that we fly airplanes.” Other carriers fly airplanes that carry people. Southwest serves people using airplanes.”
“Traditional carriers were still thinking about their business as flying planes rather than thinking about serving people, still worrying about capturing share rather than growing the market, and still measuring success based on how well they utilized planes rather than how well they served passengers.”
“In contrast, companies like JetBlue decided to emulate Southwest’s entire system: mental model, business model, and measurement model. Like Southwest, JetBlue focuses on people over planes, with a mission to “bring humanity back to air travel.” Beyond the usual financial metrics, JetBlue also measures the strength of its culture and the quality of its experience.”
You can read the full article here.