17 Ways To Maintain Disruptive Growth

Introduction

"...The global pandemic has focused the world's attention on survival, but if you want to thrive in business, there is a need to focus on strategic innovation. Disruption and challenges will continue to happen on both a microeconomic and macroeconomic scale......is no reason why you cannot adapt, innovate and grow through any challenge......as we move forward, the focus shifts from a more balanced approach between backwards-looking and fixed solutions or compliance centricity, to more adaptable, agile approaches that will build resilience and ultimately success.....a heavy reliance on systems and procedures alone does not effectively create skillsets to thrive in uncertainty..."
Gav Schneider, 2021

You need to enhance decision-making capabilities, leadership, situational awareness, risk intelligence, etc to handle VUCA (for more detail, see elsewhere in the Knowledge Base). You need to move beyond the conventional risk management and performance-based approaches which are founded upon 2 schools of thought:

i) compliance, ie 'ticking the boxes' with a focus on ensuring regulations are met and minimum standards enforced

ii) resilience, ie
"...is an understanding that threats will slip through the cracks and accidents may happen, but by having systems in place (such as crisis and business-continuity plans), an organisation can recoverably bounce back..."
Gav Schneider, 2021

These approaches can involve additional and ineffective work by creating
"...another set of guidelines, another checklist, another compliance audit or another collection of redundancies and inefficiencies for when the original plan fails or can't be implemented. Rarely do these approaches leave room for innovation, proactivity, or building the most important part of any business - human capability and decision-making..."
Gav Schneider, 2021

You need to take the best aspects of compliance and resilience while at the same time allowing individuals
"...to capitalise on opportunity, mitigate threats and proactively build universal capability to thrive in an uncertain future..."
Gav Schneider, 2021

New Rules

The rules of the game have changed; there is only 2 rules

i) Fail fast, fail cheap, learn fast, fix fast, adapt fast

ii) Develop absolute trust with key stakeholders by being transparent, honest, straight, authentic, etc

In this section consideration will be given to the following areas:

I) Create Ambidextrous Organisation

Ii) Establish A Completely Independent Business Students

Iii) Understand The Difference Between Attribute-Based And Circumstance-Based Categorisation

Iv) Right Process Is Used

V) Three Important Executive Leverage Places

Vi) A Discovery-Driven Method Of Managing The Emergent Strategy Process

Vii) Understand Disruptive Innovation With Interaction Between Different People Around Different Topics

Viii) Say No To A Strategy That Targets Existing Customers

Ix) Target New Customers

X) Focus On Finding Ways To Help Customers Get Things Done More Conveniently And Inexpensively

Xi) Need To Segment The Market That Is Based On The Jobs That Customers Are Trying To Get Done

Xii) If Non-Customers Are Available You Need To Explore Whether A Disruption Is Feasible

Xiii) If You'Re Disruptive Product Or Service Is Not Yet Good Enough

Xiv) Need To Be Careful If Your New Venture Fits Your Organisational Or Common Sense

Xv) Past And Current Successful Managers May Not Be Suitable For The New Business

Xvi) Senior Executives Have Three Roles

Xvii) Need To Develop A Process Called Disruptive Growth Engine