| When comparing business with sports you can | | | | Both vehicles provide people the power to go |
| derive insight in the way to win, to compete, to | | | | faster. Replace the vehicles with resources and |
| get to the top (mountain expedition)... To | | | | you have got the manager on the steering wheel; |
| understand the essence of management another | | | | a simple management response is to get more |
| type of metaphor is helpful, for example the | | | | resources to get more output. |
| drivers-metaphor; a manager needs to steer, lead | | | | The manager (like the driver of the car) is |
| a direction, accelerate, fuel team with incentives | | | | confident that he is on the right track. |
| to get into a next gear... | | | | But how often is speed (or power) really the |
| This metaphor can be designed by use of a | | | | issue? |
| normal vehicle (a car or a motorbike) or with | | | | Let's take an example, a business problem: you |
| something like roller-skates. | | | | arrive too. Would speed have solved your |
| First the car: | | | | problem? |
| When people are asked the question: "are you a | | | | Agility is another (business) requirement. It is the |
| good driver," most would respond, "Yes, I am." | | | | flexibility to switch and change at the right time. |
| But how can you tell, whether someone is really a | | | | When driving a car this competence seems |
| good driver (manager)? Are you a good driver | | | | overdone, but when on roller-skates you can't do |
| when you never have been in an accident? Or | | | | without. Agility is also about stopping at the right |
| does the accident (let's concentrate on the minor | | | | time. Seeing what happens around you and to act |
| accidents) not count if you have been involved | | | | appropriately. |
| but it was not your fault? | | | | A famous photographer (Herman Selleslags) said |
| Studies reveal that when people enter a car they | | | | once in an interview: "it is not enough to see and |
| transform to a different personality because of | | | | to photograph; you must foresee and photograph. |
| the inherent protection they gain from the vehicle. | | | | If you see it is already too late." |
| This leads that they become too or | | | | Speed (pr velocity) and agility are needed in |
| over-confident. | | | | business. Both metaphors offer this insight. You |
| This is different when using another vehicle like a | | | | could argue that either model fits will enough, but |
| motorbike, or even more when using roller-skates. | | | | there is one difference; the impact of the |
| When using roller-skates a person leverages on | | | | accident. When you are on speed with skates and |
| the (speeds) characteristics of the skates but | | | | you lack the agility to prevent an accident you will |
| remains close to reality. A little accident will have a | | | | feel the impact more. You are much more closer |
| direct impact on the "driver" of the skates, | | | | and connected to the real world. |
| whereas an accident with a car the impact is | | | | And therefore you are more likely to learn from |
| most of the times completely absorbed by the | | | | mistakes. |
| car. The driver is not affected. | | | | |