I very rarely read an article which I agree with all of it, but the article quoted below I definitely do. The need for organisational, team and individual strategy is very important but the licence and belief to divert from it when necessary is also crucial.
I have worked in organisations as described in this article where senior management pose these very questions - 'why don't people take some initiative', and I have heard the line 'show a bit of leadership'. The problem is that when people's job security revolves around ticking the boxes it takes a brave person to 'take the initiative' for a better result.
My view is that in these situations the desire for effective management is stifling the development of personal leadership. An old client of mine had a vision of building a workforce of problem solvers and I think this article sums up exactly that - develop a tactical plan and also develop workers who can adapt it for a better result.
Essentially, tactical performance is how well you stick to your plan, and adaptive performance is how well you diverge from your plan. Every high performer needs both. A great salesperson will operate much more efficiently with a defined process for reaching out to prospects. They will represent the products more consistently. But they must also adapt the standard approach based on each customer’s unique needs. The same is true for any team or organization