01 02 03 "CorporateTheatre": Optimising Change: Inter-related, Interdependent Dynamics 04 05 15 16 19 20 21 22 23 24 25 26 27 28 31 32 33

Optimising Change: Inter-related, Interdependent Dynamics

In the latest issue of 'The Economic Times Corporate Dossier', I came across some very relevant and interconnected thoughts across a couple of separate articles.  As these are directly pertinent to the "CorporateTheatre" experience and learning, I felt the need to share these insights with my readers:

1.  In her article, 'Change Game', Priyanka Sangani quotes from Rita McGrath's book, The End of Competitive Advantage: How to Keep your Strategy Moving as Fast as your Business. 
"Transient competitive advantages are those which may be powerful while they last but which do not last into perpetuity.  Firms must, therefore, think in terms of continually refreshing their advantages by creating a pipeline of new advantages to replace those that have gone into erosion." 

In order to achieve this, Priyanka summarises Rita's recommendation, saying, "The most crucial thing to do is to make innovation a systematic process.  Leaders must learn to embrace intelligent failures, learning and experimentation, as sometimes the process of finding the path forward needs to be discovered, rather than planned."

Relevant "CorporateTheatre" learning (as experienced through the workshop):
2.  The second article, 'THE DILBERT GUY', is also by Priyanka Sangani, and is about Scott Adams, the creator of the very popular corporate cartoon character, Dilbert.  She quotes Adams, "Goals are fine when your objective is simple and not very far - say trying to shoot a target at a shooting range.  In the real world there is a lot of complexity and it's impossible to predict economic forces, technological changes and even life changes." 

Priyanka then goes on to explain, "The risk then in focusing on a goal is that you may end up overlooking opportunities that may be better for you than the goal you've set yourself." 

This is applicable to the individual as well as the team or the organization.

Relevant "CorporateTheatre" learning (as experienced through the workshop):

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