That the increasing speed and scale of disruptive (and evolutionary) influences can sneak up on organisations and then reveal themselves when it’s simply too late, leaving the leadership of the organisation in an impossible position, now potentially dealing with issues of organisational survival.

The change and transformation necessary to ensure survival with an internal environment of fear, pain, and angst is too great a challenge.

We could start your ‘real’ transformation journey with you early, still keeping our focus on exceeding client needs today, and of course, working to resolve those issues of yesterday that are still relevant. At the same time, proactively anticipating tomorrow’s issues based on our real world experience, in a way that assures your survival in the medium to longer term and defies uninvited disruptors.

How would we do this?

• Where are you most vulnerable to disruption? What action can we take to address this right now? Do we already have ideas or real live options for addressing this vulnerability or do we need to seek these out elsewhere?
• Once we find these solutions, how would we structure for enabling this change? Would our business model change or be the same?
• Could we do this with the same values, culture, resources and teams, or would we need to do something different or somehow fundamentally be different?

• disruption is identified and accepted as a key risk
• the current position, of the organisation and indeed all divisions and products as necessary, is plotted on the disruption likelihood and readiness matrix along with the ideal state.
• that readiness to deal with disruption and disruption susceptibility is understood and vulnerabilities or disruption ‘opportunities’ are clearly identified
• that this potential opportunity for ‘disruption’ and the resulting disruptors, in whatever guise they come are then embraced in such a way that ensures that the enormous value created can be identified, quantified and realised

• that our clients leave no opportunities for uninvited disruptors to affect their customer base. In addition though, we also ensure that our clients realise other new opportunities which may well now be available to them such as becoming a disruptor themselves, becoming a centre of technological or performance excellence, leveraging their own customised technological developments through licensing and many more. The potential is truly extraordinary!