Adaptation

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What the Military Can Teach Organizations About Agility

  • Blog
  • Read Time: 6 min 

Once bastions of command-and-control management style, U.S. military institutions have moved to the forefront of organizational and leadership agility. Today’s military leadership emphasizes efficient movement through four decision cycles — observe, orient, decide, and act — to speed up its response to external threats. It’s also investing significant resources to become more agile and experimenting with innovative solutions.

Don’t Get Caught in the Middle

There was once a time when middlemen were indispensable. Intermediaries facilitated transactions between makers and buyers; they closed the gaps between disconnected entities that required one another for survival; and, within organizations, they interpreted high-level corporate strategy and connected it to front-line execution. But one by one, such intermediaries are being made obsolete by technology.

Focusing on What 90% of Businesses Do Now Is a Big Mistake

It’s not smart to base any part of your strategy on what you see in the rear-view mirror — and that’s particularly true when you develop strategies for navigating modern, thorny environmental and social challenges. The norms and expectations about how companies manage sustainability issues are shifting fast: Just six years ago, only 20% of the S&P 500 companies produced sustainability reports, while by 2016, 82% did. Change is coming to business — and executives need to adjust.

Sustaining Advantage With Transitory Technologies

Just when you have your data collection and analysis systems in place, technology changes mean that your company needs new, updated systems. This is a problem for many companies — but it can also be an opportunity. Organizations that work with data from old and new equipment can learn more about the shortcomings that modern techniques have in this context and can gain advantage in developing tools that no one else has.

Digital Disruption Is a People Problem

  • Blog
  • Read Time: 5 min 

The key problem facing organizations with respect to digital disruption is the different rates at which people, organizations, and policy respond to technological advances. The gaps between innovations and their adoption — and organizations’ ability to adapt — pose a challenge for companies.

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‘Digital Transformation’ Is a Misnomer

  • Blog
  • Read Time: 5 min 

We’re nowhere near the end of the disruption digital technologies will have on business. Claiming that “we’re not a digital company” is no longer an option; failing to pay attention and develop a working knowledge of the present state of digital technologies all but guarantees obsolescence.

The Silicon Valley Caravan: What Sets the Tech Upstarts Apart?

  • Blog
  • Read Time: 5 min 

For tech giants and startups alike, Silicon Valley success is grounded in core business values and processes rather than technological know-how — with a unique twist. Tech businesses have made a commitment to flexibility that allows them to reshape their business models to the needs of an ever-changing digital environment, which gives them an advantage over less-adaptable traditional companies.

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The Big Squeeze: How Compression Threatens Old Industries

  • Research Feature
  • Read Time: 16 min 

Accelerating compression of both revenues and profits may rapidly prove fatal to traditional businesses. Consider the accelerating decline of voice calls as a means of communicating via mobile telephone: From 2013 to 2015, average mobile voice revenue per user declined globally by 19%, and a further decline of 26% is expected through 2020. To stave off disaster, incumbents must transform and renew their core operations — while also growing into new businesses and industries.

Three Meaningful Strategies for Managing Rapid Change

  • Blog
  • Read Time: 4 min 

Global, social, and marketplace shifts are doing much more to transform the nature of work, how we work, and how organizations in both the private and public sector can best adapt to rapid global change. So how can organizations find new ways to avoid becoming saddled with legacy processes, technologies, and ways of thinking?

Do You Have the Will for Digital Transformation?

Research shows that successful digital transformation does not require secret digital knowledge; it simply requires the boldness to recognize that digital transformation is occurring and to begin trying to adapt your business to account for and capitalize on these trends.

Creating Management Processes Built for Change

The business literature is full of references to “agile” processes, but what are they? Agility refers to an organization’s ability to make timely, effective, and sustained changes that maintain superior performance. Agile organizations continuously adjust to changing circumstances by changing product offerings, entering or exiting markets, or building new capabilities. This strategy requires management processes that can support adaptability over time.

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The Real Lessons From Kodak’s Decline

Former photography giant Kodak is often cited as having lacked the vision to recognize the effects digital technology would have on its business. The reality of what happened — and the true lessons of Kodak’s experience with digital disruption — highlight the complex challenges posed by fast-moving technological innovation.

Balancing Tradeoffs in Social Media

Successful enterprise social media use has less to do with the tools employed than with the climate that a company creates. Cultivating the right climate requires balancing a number of tradeoffs through crafted social media policies, adapting characteristics of existing organizational culture, and having managers model effective social media practices for employees. In part 5 of his 5-part series, Gerald C. Kane offers a perspective on how to balance these tradeoffs and create the right mix for a company and its culture.

The Changing Business Climate Is Causing Product Die-Offs

As sustainability becomes a driving force in the evolving marketplace, many products and technologies are unable to compete within the new parameters. The recent scandal involving Volkswagen’s falsifying of its diesel cars’ emissions is a case in point: If your business model can meet the ever-higher standards of sustainability only when customers reduce consumption of the product, it is by definition unsustainable. What does this mean for managers committed to products with questionable sustainability?

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Marketing In Five Dimensions

Computers, scanners, mobile and wearable technology have made it both easier and harder for companies to find their customers. Easier, because there’s so much more data about consumer behavior; harder, because analyzing that data is a significant challenge (never mind deciding how to act on the analytics). Companies like Epsilon are stepping up to help businesses to figure out what the data tell them about their customers — and what to do with that knowledge. In a Q&A, Epsilon’s CEO Andy Frawley describes some of the challenges his company works through on a daily basis.

Are You Ready For the Certainty of the Unknown?

The skill set for both companies and individuals of the future will be to embrace impermanence and continual reconfiguring, according to Benn Konsynski, a professor of information systems at Emory University. He says both organizations and employees need to prepare for the “the remix era” and “the certainty of unknown.” He sees “improvisation” as a personal and enterprise necessity in the 21st century.

Showing 1-20 of 28