appear to be in the groove, it comes about as all the rhythmic elements merge seamlessly and joyfully. In their search for new perspectives on how to achieve that sweet spot – or that groove – the field of business and entrepreneurial research has increasingly focused on the behaviours of artists and their contributions to non-artistic industries. However, if you look closely, the groove is evident all around us, not only in the synchronicity of a musical ensemble. It reveals itself in the chemistry of a high-performing sports team, the deft touch of a skilled surgeon, or in an experienced pilot’s ability to execute the perfect landing. In the case of music, this state is both physical and perceptual – encompassing actions such as harmonic progression and note placement, as well as mental preparation in the moments leading up to a performance.
As one study participant puts it: “The real skill to being a musician is to listen. All the people in the orchestra have one ear on what they’re playing and another listening to everybody else. If you’re the conductor, you’ve got both your ears on that, but at the same time you are leading it. You’re the one in charge of timing; they all look to you for their cues and you’ve got to hear it.” Applying the concept to business This insight from a musician demonstrates the importance of the business leader as a conductor in his organisation. For entrepreneurs in particular, it is important that they understand their market comprehensively as well as their customers. Setting aside one’s own biases and the idea of “building it and they will come” requires an in-depth understanding of how customers truly behave. Listening skills also help leaders in an organisation pay attention to what other team members are saying, making sense of data and the views of various experts in an organisation. Musicians talk of timing as being elastic. This seems to point to different perceptions of timing to create dynamic and emotional experiences. Businesses also benefit from this kind of flexibility in their strategic and operational implementation. Think of Netflix, which was set up in 1997 as a mail‑based rental business of videos and DVDs. However, by May 2011, the company was the largest source of internet streaming traffic in North America. While the market was initially not ready for a streaming service, due to data speeds and bandwidth issues, once these evolved, Netflix was ready and able to take advantage. “Sometimes getting the timing right is just a matter of luck, being in the right place at the right time with the right product or service,” suggests Stuart Albert, associate professor of the Department of Strategic Management and Entrepreneurship at the University of Minnesota’s Carlson School of Management. “There is an element of truth in all of those observations. However, the view that we cannot acquire skill in matters of timing is not only overly pessimistic; it is simply not true. With the right tools, we can be far better at managing and deciding issues of timing than conventional wisdom suggests.” Acquiring the skills for good timing In our study, we look at the idea of musicians being ‘in the groove’. Business students often admire the synchronisation achieved by musicians. When they
14 Business Impact • ISSUE 2 • 2025
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