Peter Drucker once said, āif you want something new, you have to stop doing something old.ā The simplicity of Druckerās dialogue seems always to cast a shadow over the depths of the words he said.Ā
In the wake of past and ongoing hardshipsāthe pandemic, labor shortages, supply-chain instability and inflationābusinesses continue to adjust while looking for something new to keep up with quickly evolving market and consumer demands.
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Monday, 9 a.m. The board urgently needs your report. It will take you 45 minutes to do it.
9:02 a.m. “Do you have a minute?” You donāt. āWhatās the matter?” [ā¦]
This goes on all day.
Tuesday. Same.
Wednesday, 2 p.m. “When can we expect your report?” Do you say “Sorry, I was interrupted”?
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āWater! Build your organizations so that they move like water.ā
This advice from Haierās Chairman Emeritus, Zhang Ruimin, began a search for useful guidance for treating ecosystem engagement as a strategic asset for the future. Ecosystems are an ageless phenomenon, newly rediscovered for commercial purposes, by James F. Moore, in 1993. Once multi-geographic trade began, the ancient world was held together by interwoven threads of economic activity. As these linkages became more reliable, ecosystems bloomed.[ā¦]
The forces of change are gaining momentum. In the past Industrial Age, companies had to contend with dramatic changes but these were relatively infrequent and gradual. Todayās environment presents a different sort of playing field for every institution. They are all faced with a constantly swirling cloud of change. As a result, every institution is surrounded by unpredictable innovations, shifts in the marketplace and other events that can quickly render a long-reliable strategy obsolete.Ā Furthermore, new competitors can emerge from seemingly nowhere.[ā¦]
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Starting a panel discussion at Global Peter Drucker Forum 2021, Helga Novotny elaborated on the vast horizon of challenges faced by the global science in the 21st century. The academic community has been observing a rise in complexity: from tech finance speeding the banking systems to the climate changes speeding the economic systems. Complex systems reveal three inherent properties:[ā¦]
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Like a traditional organization, ecosystems need an operating system that assures a customer-centric, effective, and efficient delivery of the ecosystemās value proposition. But the nature of ecosystems as a network of semiautonomous players makes the creation and maintenance of organizational excellence significantly more complex.[ā¦]
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When 30 of the biggest names in management convened in California in June 2008 to spend two days āinventing the future of managementā, one professor observed that we knew plenty already: what was really needed, he said, was an implementation as much as an innovation engine. [ā¦]
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Yogi Berra, the famous NY Yankee catcher once said, āwhen you come to a fork in the road, take it.ā Organizations today stand at a crossroads to sustained performance. One path is familiar, following the lead of financial return and efficiency metrics; it is about keeping āfeet on the groundā.[ā¦]
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