Leadership – Vision – Technology – Talent
Becoming an Adaptive Organization is about:
- Digitally Adaptive Leadership & Followers
- Confronting Reality – The Status Quo Is an Illusion, Not Sustainable
- Creating a Team-based Business Model
- Experimenting, Prototyping, Learning and Discovering the Future
- Investing in Technology and Talent
- Building a culture capable of adjusting to a constantly changing world
- Winning the Competitive Battle – Not Becoming Obsolete
Becoming an Adaptive Organization is not:
- Traditional Change Management
- Prescriptive, Steps, Stages and Phases
Confronting the Reality of Disruptive Change; the Status Quo Is an Illusion, Not Sustainable. In our paradoxical world, organizations resist change with a powerful bias for the status quo. Many of us prefer consistency, keeping everything the same, a preference for the current and sticking with decisions made previously. The status quo is frequently used as a reference point for decision-making.
Adaptive Leadership – Followers – Creating an Adaptive Culture – Prepared for Change
Adaptive leadership is a style that encourages sharing, listening to suggestions, seeking out uncomfortable opinions, and ideas. Sometimes, saying, “Tell me what you think I do not want to hear.” With collective wisdom decision-making, the combined cognitive differences can uncover hidden problems and opportunities, leading to perspective-shifting conclusions.
In an environment of disruptive change, strategic planning as we know it is no longer workable. Accelerating change makes the future less knowable and impossible to plan for, which is why organizations must be flexible, resilient, and innovative.
Today’s form of planning involves a process of progressive realization, the concept that knowledge, understanding, and perspectives are transient over time. Adaptive organizations are creating team-based business models designed to experiment, prototype, learn, and discover the future. Managing adaptive change involves digitally composing a solution to the new situation or developing an effective digital response to the changing circumstances.
Also, adaptive leaders must be change agents, with a tolerance for ambiguity and uncertainty, project management experience, leading disruptive innovation efforts in the enterprise.
Through the constant process of learning, creativity, and innovation, they must challenge core beliefs and assumptions, proactively seek novel approaches, new products, new services, and new ideas, including the possibility of willful self-disruption. Adaptive leadership is not for the fainthearted.
The Future Starts with a Shared Strategic Vision
Long Term … A Great Place to Work
The CEO and the management team are responsible for the analysis of problematic situations that could challenge the organization’s long-term growth and survival. Creating a strategic vision of core beliefs and shared values that describe the corporate culture and guide the enterprise’s future decisions. The vision statement is the organization’s adaptive compass. If well designed, well communicated, well understood, and accepted by the organization, when faced with decisions, all you need to ask is, “Is this decision adaptive and will it move us in the right direction.
Call To Action
Creating an Adaptive Corporate Culture, Encouraging and promoting team-based innovative practices.