Either you have a winning strategy, or you’re part of someone else’s.
The need to respond to change in order to survive is not new. Charles Darwin, writing in the mid 1800’s, could very well have been studying today’s 21st century organizations when he concluded, “It is not the strongest of the species that survive, but the ones most responsive to change.”
What is new however, is the aggressive pace, unanticipated pressure, variety, and severity of the changes. Categories are disappearing and entire industries are collapsing in disarray. Markets, media, consumers, and customers are now constantly changing. Disruptive change is now the norm. And seemingly overnight, the largest Fortune 500 firms, and the small town “mom and pop” businesses can all disappear.
A long-established organization can find their very existence threatened:
- The go-to-market strategies which succeeded in the past are rendered obsolete;
- The new competitors play by their own rules, requiring non-traditional responses;
- Brand names which were trusted assets, are suddenly “old-fashioned” liabilities.
Organizations have realized the skills and demands of day-to-day internal management are very different from those needed to anticipate and respond to the relentless external change. The old solutions and approaches simply won’t work. New competitors and new markets require fresh thinking, new ideas, strategies and marketing. The strategic vision, expertise, and required perspective can now best be found outside their own organizations.