Excerpted from Jason’s article: BUILDING A SHARED MENTAL MODEL TO REKINDLE COLLABORATION
Great companies build and share their mental model internally in ways that enable managers and employees to independently make critical decisions day in and day out that are aligned with the strategy. Without a strong mental model strategy can become open to interpretation, decision making can become bogged down, or both can occur at once.
Which customers are the most profitable?
How well aligned is our value proposition to their demands?
What differentiates our value proposition from competition?
How will we compete and win?
Comparing the answers to these questions, developed from the perspective of each function, quickly revealed that each function was operating from its own radically different mental model. Sales and operations had very different views of the most profitable customers, with sales focused on volume and operations focused on quality.
Jason Green is a Principal with The Cambridge Group