The Enterprise of the Future: Disruptive by Nature

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Visit this group CEO s can no longer afford to invest money and scarce management resources in activities that are not differentiating: they intend to specialize. While 38 percent of CEO s plan to keep work within their organizations, 71 percent — nearly twice as many — plan to focus on collaboration and partnerships. Pursuing more collaborative models to gain efficiencies, fend off competitive threats and avoid commoditization. Their end goal is to offer customers a differentiated value proposition according to IBM Global CEO Study titled “The Enterprise of the Future”. Business processes, as well as some products and services, are becoming more virtual. New delivery channels and electronic methods of distribution are overturning traditional industry conventions. And these advances are not just changing the way individual companies work — they’re creating entirely new industries according to the survey.	If the company is not ‘disruptive by nature’ it will be very difficult avoid commoditizing of its products or services. Future organizations cannot just capitalize on existing product advantage they possess. They need to continually look for ways to disrupt their own products and services. If they are not willing to do it, it’s quite likely that their competitors will be working on those products substitutes.

Creative Destruction: Faster innovation through Collaboration

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Visit this group Technological developments enable faster innovation through collaboration  The Process of Creative Destruction is moving at a breakneck speed and the process will only accelerate further. All this has created a market environment that is unpredictable and mind numbingly complex. Look at the new online Web 2.0 today products like Facebook, Twitter, LinkedIn etc. that are redefining the online hiring industry. Under these circumstances the process of setting up a Business Strategy is very different from what has been in the past. By the time the refined Business Strategy to tackle the known competitive landscape is executed, the marketplace will have changed again rendering that Business Strategy irrelevant. Two new important characteristics become very relevant to the organization in an environment where the process of Creative Destruction is faster than executing a new and refined Business Strategy. Simplistic and Agile Business Strategy: The knee jerk reaction by every organization to deal with rising complexity is to complicate the ecosystem and the process of developing the business strategy. That will not work because complex strategy has a tendency to increase bureaucracy and slow down decision making process. Ultimately this will impact innovation. That is exactly the opposite end result of what is intended. The main need in today’s hypercompetitive environment is to build an agile organization structure that will dynamically and proactively adjust itself to the changing landscape. This is possible only when the organization structure is built on the foundation of ‘agile business strategy’. Agility is possible only when the Business Strategy is Simple to understand. So Simplicity and Agility go hand in hand. Collaborative Business Strategy: What this means is that the process of creating a Business Strategy in today’s world is no longer top down process. Of course top management needs to articulate their organization’s core competency and Business Strategy to every employee, and they need to embed it into the corporate culture. More importantly the organization needs to enable every employee to help fine tune that business strategy. Everyone in the organization has a shared platform where they can influence the Business Strategy. It’s not going to be easy but if the Business Strategy is simple and everyone in the organization understands their core competency, then the executives can leverage the ‘wisdom of the crowd’ to create an ‘agile’ Business Process.

The Role of the Project manager is being redefined

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Visit this group The role of the Project manager is being redefined.   Projects generally in the past had a long lead time and adequate resources, and customers were located locally making it easy for the Project manager to focus on a well developed project management process. In a globally connected world projects are no longer constrained to a single location. In today's business environment priorities are constantly shifting, and far deeper insights are needed to take full advantage of emerging trends and match customer preferences. In addition technological changes have accelerated globalization and have intensified competition. The complexity of the project management has dramatically increased. The life time of business cycle is dropping fast. Business processes have to be agile enough as to adapt to changing competitive landscape, and to effectively support fast decision making and execution of strategy.