An odd thing happened in a client’s boardroom recently. We were listing out the competitors we needed to keep an eye on as part of a scenario planning exercise. We had discussed the usual suspects – long-time direct – and even the more recent entrants – mostly technology start-ups that were now picking up speed. Then someone said, “What really scares me are the competitors we can’t see.”
What is next to fall?
The talent barrier is already coming down. In the past, companies offered workers a straightforward bargain: give up what you want to do to do what we want you to do, and in exchange we will give you full-time employment, a title, and a hierarchy. Trade freedom for predictability.
Last June, John Chambers, former Cisco CEO, proposed that “soon you’ll see huge companies with just two employees – the CEO and CIO.” The concept seems crazy now, but tangible evidence suggests we are moving toward such a future, faster than you might think. As with every major transition, this one will create losers and winners, thinkers (who hold on to outdated concepts) and outthinkers (who embrace the new).
Opportunities appear … then vanish more quickly today than ever before. In response, many businesses – from startups to Global 100s – are trying to accelerate their decision-making approaches. They are embracing a philosophy referred to with terms like agile, lean, and scrum.
It’s happening weekly now. Someone – a client, reader, expert I am interviewing for my next book – mentions the need for a more agile approach to strategy, an approach that allows us to react more quickly to unexpected opportunities and threats.
Corporate venturing models assume that the path to launching a business begins with writing a business case and then seeking funding. But this overlooks perhaps the most important source of capital: your customers.
Confucius, when asked about leadership, likened people to grass and the ruler to wind: whichever way the wind blows so will bend the grass.