Digital era hits at the heart – the BIG 4…

heartThe heart-beat of the business model has changed momentum – stability is an operational mode that a business should not be seeking in the digital paradigm shift. Each day and week should be part of a shifting and changing programme that will be relentless in its demands. If a business chooses to sit in the status-quo and ignore what is happening outside of their walls – the industry and categories where they compete will be transformed and they will be the last to know until the problem comes knocking at their door in the form of declining profitability and lost opportunity.

The challenge will be to adapt and design the BIG 4 – the heart of the business model – to enable the organisation to shift and reshape to meet the challenge as part of its daily rhythm of business

  1. Workforce Skill PROFILE.

The ability to compete will lay largely with the capabilities of the workforce and its abilities to grasp and manipulate the tools to the organisation’s advantage. More than ever, the workforce skills and their ability to craft capabilities to suit the changing customer and competitor forms will determine the fate of an organisation.  Emotive reasoning for maintaining a workforce profile based on history and legacy will weaken the organisation’s potential if skills aren’t continuously reshaped to suit the growing intensity of the competitive environment. Currency of skills and knowledge aligned with capability deliverables is a NOW paramount component for business performance.

  1. Organisational STRUCTURE.

The organisational structure will need to match the agility and effectiveness that the market is now demanding. Rigid and hierarchical structures with inherit and filtered systems for decision-making will slow the flow of new ideas, reallocation of resources, application of tools and knowledge, and a changing talent profile. Roadblocks created by rigid and disconnected business systems will deliver fatal outcomes.

  1. Organisational CULTURE.

Organisational cultures that ingrain flexibility; value connectivity; and strive to find opportunities that will add-value to the organisation’s value proposition will prosper in a digital environment. Linkages and openness will be an organisational strength in matching the complexity of the external environment. The norms and values that surround policy, practices and procedure will be challenged continuously in the need to serve the changing face of the customer at both the visible and less visible levels – rigid systems and mind-sets will stifle a culture that needs to evolve to take on a new paradigm.

  1. Power CONTROL.

One thing that can be guaranteed is things are different. An organisation’s power potential has already been affected whether recognised or not. Strategy fundamentals have been turned on their head and it will depend upon the distance from the customer to how the power control will be exercised. The digital era will require customers to be met on their terms and the more resources a company can harness and align to meet their needs, the more opportunity they will have.

The rules of the game have changed. The business focus needs to be in the NOW with a continuous and free-flowing heart-beat – rather than an episodic and crisis driven approach that will only contribute to shrinking the window for opportunity.

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