As Jeffrey Immelt, GE's CEO put it: "During the last half century even a German Sheppard could have run GE!" One does not have to be brilliant when competing in a growth market.
Then the world changed.
The important point is this: in the 'old' operating environment we needed to understand disruptive change as an interruption, develop strategies to deal with it and then, when the situation returned to normal, fall back into our old practices. In other words, disruption was a one-off occasion that simply interrupted the long-term trend for a limited period of time.
This time it is different. We are looking at fundamental change. We will not go back to how things were before the Global Financial Crisis. A period of disruption is not an interruption, but a transition to a new and different operating environment. Moreover, disruptions will become the order of the day. This means that we will need to adapt to a much more volatile and unpredictable environment.
The question we need to ask ourselves now is: 'How can we prepare more effectively for an environment of rapid, unpredictable and disruptive change? How do we need to change management practices and conventions to align the way we manage with this emerging operating environment?'
The Proteus program on C21 Management & Marketing explores how we can adapt to this new operating environment. Contact us via firstname.lastname@example.org if you would like more information.