By MIT Sloan Lecturer Steve Spear
A general premise of MIT Sloan's Creating High Velocity Organizations is that if you have simple rules to guide your action--in even the most complex situations--you have huge advantages over complex analogies, anecdotes, and best practices. They have a surprisingly narrow range of application.
As for the class itself, we focused on managing many people working towards common purpose, in often complex and dynamic situations, trying to understand how some deliver far more value to market, more quickly and easily than others.
Our "theory" is that performance altitude is a proxy for accumulated knowledge about what to do and how to do it, and accumulated knowledge is the byproduct of active learning dynamics.