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 As with every major transition, this one will create losers and winners, thinkers (who hold on to outdated concepts) and outthinkers (who embrace the new).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.