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Your next future: Capitalising on disruptive change

By Administrator | 10 May 2017

The impact of disruption is often seen on an economy as a whole or on a market, but it may help to shift the focus and understand how it might impact a firm. And while this disruption may create value in aggregate, how can a firm ensure that it is one of the creators of that value?

Disruption is not a new phenomenon. It is, more explicitly, the accelerating frequency of disruption that poses a new challenge for organisations.

By its nature, disruption doesn’t leave a clear path to follow for our next encounter with it—we can’t see it coming. Its unpredictable temperament and the pace at which it arrives often leave organisational leaders devoid of control, let alone equipped to make strategic decisions. This means organisational strategy needs to be at the ready in a new kind of way, so we are all are prepared take advantage when opportunities knock, as disruption plays out in real time.

To understand disruption, it is important to begin by understanding our own bias in seeing it. What we cannot see, we cannot respond to. Finding and understanding disruption is a core approach to defining an organisation’s strategic choices and demonstrating how capturing these opportunities enhances shareholder value. And because organisational strategy development is an inherently people-driven process, it is subject to bias and misinterpretation. Read more

Peter Evans-Greenwood and Devan Leibowitz - Deloitte - 1 May 2017

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