Generally An Organisation's Founders Tackle Disruption Better Than Professional, Non-Founder Managers

Some examples:

- Charles Schwab (on-line brokerage)

- David Packard (Hewlett-Packard - microprocessor-based computers)

- Bill Gates (Internet-based computers; SQL and Access database software, etc)

- Akio Morita (Sony - transistor-based electronics)

- Sam Walton (Wal-Mart - Sam's club)

- Steve Jobs (Apple), etc.

It is thought that founders have more self-confidence to override separate processes in interest of issuing disruptive opportunities.

Other imperatives for senior management are

- start before you need to, ie have the resources to handle the new situation

- establish a team of movers and shakers, ie they are responsible for shaping disruptive ideas and responding appropriately

- train the troops - staff closest to the market need to know what to look for and to develop the right processes

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Bill Synnot is one of Australia's leading specialists in organisational change management, executive coaching, facilitation, team development, creative thinking and organisational reviews.

He has 30+ years experience in management and consulting, both in Australia and internationally, in the public, private, co-operative, professional, educational and not-for-profit sectors.

In addition to acting as a consultant/trainer, Bill's experience comes from his senior management positions as a change catalyst. His approach is very practical and is based on hands-on experience.

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