Tackling digital disruption
Posted: Tue Jan 07, 2025 4:52 am
Response 5 : Embrace the new innovation and scale up
Which response strategy is chosen in practice depends, according to the researchers, on the organization's ability to adapt and its motivation to do so. But it should be clear that the first two strategies are not wise in the long term. Established organizations owe it to themselves to continuously adapt to changing market situations. Innovation guru Clayton Christensen puts it nicely: " If a company is going to cannibalize your business, you will almost always be better off if that company is your own. " You better make yourself redundant, before someone else does it for you.
The way in which you as an organization can tackle a digital disruption depends greatly on the situation and industry you are in. There is a school of thought that says that you have to tackle it big and complete by means of digital transformations. No business process is left untouched. The large consultancy and ICT companies are currently preparing to implement these major transformations for their clients.
A broad approach is not wrong. The only question is ivory coast phone data whether you can respond with sufficient decisiveness. At Jungle Minds we are convinced that large established organizations can survive digital disruption by learning to think and act like a start-up again (see e.g. The Lean Startup ). This means always being busy thinking up new business models, developing better customer experiences and working agile and multidisciplinary.
In our experience, this works best with a mix of experienced experts, young digital talent, little hierarchy and a lot of room for creativity. And above all, a lot of experimenting with the shortest possible time to market: think, create, improve . Because in the end, being too late in digital is always more expensive than being too early. In a next article, my colleague Bart Vijfhuizen will delve deeper into the question of how you can respond to digital disruption as an established company.
Which response strategy is chosen in practice depends, according to the researchers, on the organization's ability to adapt and its motivation to do so. But it should be clear that the first two strategies are not wise in the long term. Established organizations owe it to themselves to continuously adapt to changing market situations. Innovation guru Clayton Christensen puts it nicely: " If a company is going to cannibalize your business, you will almost always be better off if that company is your own. " You better make yourself redundant, before someone else does it for you.
The way in which you as an organization can tackle a digital disruption depends greatly on the situation and industry you are in. There is a school of thought that says that you have to tackle it big and complete by means of digital transformations. No business process is left untouched. The large consultancy and ICT companies are currently preparing to implement these major transformations for their clients.
A broad approach is not wrong. The only question is ivory coast phone data whether you can respond with sufficient decisiveness. At Jungle Minds we are convinced that large established organizations can survive digital disruption by learning to think and act like a start-up again (see e.g. The Lean Startup ). This means always being busy thinking up new business models, developing better customer experiences and working agile and multidisciplinary.
In our experience, this works best with a mix of experienced experts, young digital talent, little hierarchy and a lot of room for creativity. And above all, a lot of experimenting with the shortest possible time to market: think, create, improve . Because in the end, being too late in digital is always more expensive than being too early. In a next article, my colleague Bart Vijfhuizen will delve deeper into the question of how you can respond to digital disruption as an established company.