Written by Anthony Sanson. Posted in Blog.

Against a constantly ticking clock, speed and innovation are the hallmarks of a successful company.

Since organizations are becoming operationally complex and digitally fluent, creating a compelling vision of the future is clearly not enough. Simply, the compressed time frame to deploy a well- structured strategy is becoming increasingly challenging. If the workforce is not well equipped to transformation, even the most brilliant strategies will fail.

Our ability to access boundless information on demand is clearly inhibiting our independence. The rise of rapid information flow is threatening the integrity gap between good ideas and effective results. Therefore, the lifespan of innovation is continually thwarted – where once key differentiating initiatives are becoming antiques over night. Thus, we all know these changes are here, but we do not comprehend their  magnitude.

Indeed, organizational acceleration is no new concept. Rather, the manner of how colleagues react to change is fundamentally new. For instance, change is traditionally a slow, challenging process that is often met with barriers and resistance – partly since change indicates something is broken. Thus, change should be pitched as transformation to promote building organizational capability.

Consequently, to sustain a transient advantage in our knowledge economy, the leading modern enterprise has transformed from efficiency to responsiveness. To enable this uncomfortable transformation, leaders will have to build the strategic capability of the workforce – achievable by raising the level of colleagues’ thinking.This challenge will instill the design of tailor made  solutions that can be executed with speed and agility.

Arguably, the keystone to such radical transformation will require building the capability of teams. The pragmatic agile team will have the strategic capability to: deliver value-creating concepts, act on data driven decision making, ensure a rigorous execution discipline and rely on cross-functional collaboration. These desired capabilities are not obvious to dinosaur organizations – but are inherent.

Clearly, to provide such capability, organizations will have to empower teams. Only when teams have sufficient strategic capability will organizations design rich solutions that can be implemented well and master programs of change. The differentiator will be to create a network of scalable teams who can think and connect smarter.

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