Some Examples Are

 

- the pharmaceutical industry which increasingly has come to depend upon technologies that are fundamentally different from the technologies on which the pharmaceutical research lab is based, such as genetics, micro-biology, molecular biology, medical electronics, etc

 - the computer industry's impact on all industries, such as ATMs and Internet on the banking industry and car industry. The car industry's slow and steady approach, such as using computers to help drivers at the wheel is being challenged by Google who wants to a more revolutionary approach, ie replace drivers. It is expected that Google will not build cars but license the technology to car companies and suppliers as the operating platform for their self-driving vehicles. This is a similar model to its mobile operating software (Android) where Google licence it to phone manufacturers in return for installing Google services; Microsoft did a similar thing with its software. Car manufacturers and suppliers need to be aware of what happened in the computer/phone industries with software licensing, ie the profits went to the software firms and manufacturers suffered.

 

Thus

 

"organisations set adrift from past success, flummoxed by the future, unable to find the footing in the present"

Monej Williams, Managing Update, May 1997

 

"Sooner or later traditional forms of competitiveness - cost, technology, distribution, manufacturing and product features - can be copied"...You must have them to be a player, but they do not guarantee a winner. Winning will spring from organisational capabilities such as speed, responsiveness, agility, learning capacity and employee competence. Successful organisations will be those that are able to quickly turn strategy into action; to manage processes intelligently and efficiently; to maximize employees' contribution and commitment; to create the conditions for seamless change"

 

David Ulrich (HBR) as quoted by AHRI, 1998

 

"the accelerating pace of change in today's economy means that it is no longer enough to be responsive to current customers' needs and competitive pressures. Companies must now look beyond their headlights to anticipate the change ahead"

 

Lila Booth, Harvard Management Update, March 1999

 

"to get ahead you have to sometimes break the rules and forget everything 'they' told you to do"

 

Kate White as quoted by Robert Kriegel et al, 1996

 

"...to get people working and behaving differently, there are four key elements......make sure the measure of performance is easy in economic terms; give people easily understood tools they can use; educate them on how to use those tools; and put them on a bonus system...."

 

Joel Stern, 2001

 

 

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