Transferred to a company, this means not throwing caution to the winds in an effort to catch up, but to consider the initial situation and the target situation – which is well known! – and then to initiate the appropriate (intermediate) steps which, even if by a circuitous route, lead to the goal. The decisive criteria for the path to a solution are the company’s own strengths and weaknesses, competitive advantages which can be exploited and utilized specifically, not the qualities of the competition. Creativity based on exact planning is what is needed here. Naturally, this always takes time at the beginning, but in the end it will be rewarding. Analogously to the Tower of Hanoi, it can make very good sense while on the road to a goal to construct the tower in the middle first and then later, at the right time, to take it down and rebuild it. This can be a temporary organizational structure, for example, which at first glance has nothing to do with the actual target organization, but which ultimately simplifies or even secures at all the establishment of the latter. Virtually every organizational change means an effort for a company and its employees. This is why a company or employees can master only a certain measure of organizational change ­without being ­swamped by it all, resulting in a standstill in lieu of speed. It is decisive for success that the organizational structure fits the company, its capabilities, competencies, and resources.

Understanding this thoroughly takes time, but it is time well spent because with the right strategy, it is truly possible to make up lost ground quickly in competition without stumbling over ­unforeseen obstacles.