The End Of Business As Usual
Hoe ziet de toekomst van organisaties eruit? Bestaan er straks alleen ecosystemen, platformen en moeten we vooral goed luisteren naar de feedback van klanten?
Ecosystems: Long-lived companies were decentralized. They tolerated “eccentric activities at the margins.” They were very active in partnerships and joint ventures. The boundaries of the company were less clearly delineated, and local groups had more autonomy over their decisions, than you would expect in the typical global corporation.
Strong identity: Although the organization was loosely controlled, long-lived companies were connected by a strong, shared culture. Everyone in the company understood the company’s values. These companies tended to promote from within in order to keep that culture strong. Cities also share this common identity: think of the difference between a New Yorker and a Los Angelino, or a Parisian, for example. At the Dachis Group we like to call this common culture hivemind.
Active listening: Long-lived companies had their eyes and ears focused on the world around them and were constantly seeking opportunities. Because of their decentralized nature and strong shared culture, it was easier for them to spot opportunities in the changing world and act, proactively and decisively, to capitalize on them. At Dachis we sometimes call this dynamic signal (watching and listening) and metafilter (information leading to decisive action).
- The Rise and Fall of Eastman Kodak
- Digital Darwinism: Who’s Next?(Brian Solis)
- The connected company(Dave Gray)
- The End is Near: Why 70% of the Fortune 1000 Will Be Replaced in a Few Years(Forbes)
- A Brief History of the Power of Pull(John Hagel et all)
- Running Faster, Falling Behind: John Hagel III on How American Business Can Catch Up(John Hagel et all)
- Shaping Strategy in a World of Constant Disruption(John Hagel et all)
- The 3/2 rule of employee productivity(2006)
- The Cluetrain Manifesto(1999)
- The Living Company(1997, Arie de Geus)
- The Nature of the Firm (1937, Ronald Coase)