Bengaluru: Aikido, which is a principle of taking chaotic energy and turning it into a focused precision to take enterprises forward, is Infosys' approach to symbiosis rather than competition, says Boston Consulting Group Strategy Institute Director Martin Reeves.
"Let me check ... In my understanding it (Aikido) is more about if you are using the language of biology, symbiosis than competition," he told PTI after releasing his book "Your Strategy Needs a Strategy" at Indian Institute of Management here.
Infosys CEO Vishal Sikka had unveiled a new strategy for the company on Narayana Murthy's birthday on August 21.
Sikka had said "... Aikido, which is an east Asian martial art with its deep rooted origin in Kerala. Aikido is all about transforming, converting, and leveraging the chaotic energy of an opponent into a great focused direction."
"When we look at the chaotic energy that is inside an enterprise and is in the middle of a transformation we believe that the principal of Aikido -- of taking that chaotic energy and turning it into a focused precision -- is something that can help us move enterprises forward," he had said.
Adding to his perception of Aikido, Reeves said it is not about elementary competition, but about 'co-opetition' in a shaping environment.
"In shaping environment it is about creating a common platform for collaboration; a common vision. It is about orchestrating their common interest. It is not an elementary competition, it is in as much as something about... Some people call it co-opetition," he said.
Co-opetition is a business strategy gained from game theory to demonstrate when it is better for competitors to work together rather than to go up against one another in contest, Reeves said.
"The great example of co-opetition is Apples Store. Essentially the software providers will do well if Apple does well and Apple does well if software providers do well, and they are mutually dependent," he said.
Asked whether Aikido strategy is good for Infosys,he said "I am not proposing ... What I am saying is that any approach for strategy is good under specific circumstances and inappropriate in other situations. Technically what I am talking bout is contingent strategy. Your approach to strategy depends upon circumstances."
Reeves said one approach to strategy and execution does not fit all situations. "Based on our research, we conclude that successful companies need to select the right approach for each part of the business - and must modulate this collage of approaches as circumstances change," he added.
