Fast response to changing markets
How to set up your organization for constant evolution
Across all sectors, industries and geographies, we have moved from the era of the internet in the early 2000s to cloud services and digitalization today. Soon we will transition into a new era – an intersection of different game-changing technologies that will drive tectonic change in the world in which we live and do business. Numerous examples from previous key players turning into fading organizations demonstrate the need for a fast response to markets: evolve or die.
Sustaining Evolution: The objective is to improve existing capabilities in existing markets. The organization has a clear idea of what problems need to be solved and what skills and competencies are required to solve them. Disruptive Evolution: When the basis of competition shifts because of technological innovations or other changes in the marketplace, organizations can find themselves getting better and better at things customer want less and less. When that happens, innovating your products won’t help — you have to innovate your business model.
First, to protect against the unpredictable events disrupting your world, your organization needs to be designed for constant evolution. Your teams will have to be able to sense, learn, and respond to situations quickly before you are left behind.
Second, you urgently need to develop the ability to extract value from the technological evolution going on around you. Become yourself a disruptor! These changes are more predictable but unremitting.
Is your organization an eco system for adaptation, evolution and innovation? If not, how can you set up our organization for constant change? How can you create an organizational culture which embraces change rather than opposing it?
How can you ensure that your business model is adjusting to changes and even more important: How can you push the boundaries of your business model which allows to challenge the status quo and explore new approaches to serve your customers need in the near future?
Who killed change?
Root Cause No.1 - Component View
From our experience, organisations struggling to continuously evolve, to reinvent themselves and push the boundaries of their industry norms, often just focus on one or maximum two of the following four components: PEOPLE, PROCESS, CULTURE and SYSTEMS.
Introducing continuous improvement processes without ensuring that key performance indicators of key players encourage or even demand further development – encouraging new approaches rather than penalizing failures, often is a root cause of disappointing results. Rigid and inflexible systems which are not adjusted to changes in daily business demonstrate the need for a more holistic view.
How can new tools and mindset be integrated into the existing workflows? Does the organizational culture support the behavior you seek? If not, what are the key drivers to develop the organizational culture and to design a working environment that not only promotes, but demands empowered teams? How do the existing systems promote the new approach? Just focussing on one or two of these components while ignoring the others often leads to short term achievements without long-lasting transformative change.
Our Approach: System View
Preparing your bike for a tour, you wouldn’t just look at the bicycle chain while completely ignoring tires, pedals and brakes, right?
On your organization’s journey, we look together at your organization as an interdependent system and not as individual components. On your organization’s journey, we look together at your organization as an interdependent system and not as individual components.
What exactly do you want to achieve? How can you manage the change so that people are committed? What are the implications on workflows and processes? What tools are required to empower your team? Does the organizational culture need to be adjusted? How? Do your systems foster and enable the new mindset?
This way we avoid a tunnel view on individual components, leading to blind spots in the change program.
Instead, we analyze the interdependencies across the entire system and bring
PEOPLE, PROCESS, CULTURE and SYSTEMS in sync.
How does it work?
We combine our field tested program and project management methodologies with expert advice to ensure the successful execution of our clients’ transformation programs and deliver the expected results, in time, budget, and quality.
Gain solid understanding of the context by using field-tested factbased system-view tools
Prioritize opportunities for improvement and set objectives for transformative change
Develop a change programme which ensures that people, process, culture and systems are in sync and promote the objectives