The successful achievement of any ‘transformation’ goal depends more on the engagement and enablement of people than the deployment of technology. And in an ever more deeply interconnected future, it is essential to develop a systems view, and an integrated approach to transforming business models to support 'transformation as usual'.
If you’re not actively exploring what’s happening at the edges, you risk becoming aware of new threats to your current business model only when it’s already too late to catch the new wave of opportunity.
The future begins and exists only in our imagination. You need the capability to recognize early signals, longer term patterns and harness diverse perspectives. And to mobilize your organisation, and those within your ecosystem, through creating and sharing stories of a future that speaks to your collective values.
A wide range of business decisions are often conflated under the umbrella of 'change and transformation'. A new framework suggests the differentiation is whether the outcome required is a change in Magnitude, Activity or Direction, aligning neatly to Core, Adjacent or Transformational innovation ambition.
The rise of platform business models and the shift to operating within new ecosystems of value rather than in linear value chains means that, for many organisations, their capability must evolve beyond designing and delivering a competitive customer experience, to designing and delivering a compelling experience for all ecosystem participants - consumers, producers and partners.
