Adaptive Enterprise: Dynamic Advantage

Build the capacity of the enterprise to navigate and adapt to the changing context. More deliberately than agility; anticipatory rather than only reactive. Beyond the future orientation, the capacity of the enterprise to adapt is determined by the ability to make timely decisions, to morph and evolve. ‘Ready, Fire, Aim’ ...... initiatives can be course corrected but opportunities are lost by delay.

In combination, three sets of capabilities, produce the Dynamic Capacity of your enterprise. 

• Sense & Make Sense as the future unfolds.
  • Look broadly, collect and sift through idea-fragments
  • Seek out and integrate diverse perspectives
• Seize & Replicate, take timely action.
  • Most initiatives can be course-corrected, but time is lost forever 
  • Increase empowerment by building a 'shared consciousness' through sharing knowledge and purpose
• Reposition & Reconfigure, always evolving, morphing.
  • Adjust enterprise boundaries, activities and offerings
  • Morph and flow, embrace ALSO-AND thinking (not either-or)

"Leaders must have high situational awareness – [of] all the complex forces around them. [You] must be alert to all these forces impinging on you. [You] must have a broader view of what is happening."
- Ian S. Chairman, UK Healthcare Provider 

"There is the myth of bad decisions; most of the time, there is high uncertainty – so you make a decision, and then you act, and in acting, you make your decision better. Leadership requires decision and action."
- Tarquin M. CEO Professional Sports Team & Club 

As Charles Darwin's thesis 'The Origin of Species' indicates: "It's not the strongest, the fastest or the most intelligent which survive, it's those with the greatest ability to adapt". As the rate of evolution of the context in which your enterprise exists accelerates, the importance of managing change and transformation increases. A sustainable advantage in a context of change and disruption is the ability to continuously change and transform, evolving the scope of activities and the business model. Master transformation by balancing today’s execution with tomorrow’s vision.

​ ​Adopt a common doctrine (mindset, language and approach) throughout the enterprise. The CLEAR doctrine:

• Connect with the drivers of change, communicate with clarity
  • 'Why we must change' is more robust than 'What we must change' 
  • Expectations for 'How' transformation will be experienced by different stakeholders

• Leadership approach. 
  • 'Top-down' push and coordination with 'bottom-up' refinement and empowerment. 
  • Manage the tension between 'performance today' and 'preparing for tomorrow'

• Enablers. 
  • Adjust between competing goals of Speed, Engagement, and Risk-mitigation
  • Invest in training and capability development
  • Use diverse initiatives to create and build momentum

• Alignment. Ensure operational, control and support processes align with the 'new', not the 'as is' or 'as was'
  • Formally realign HR and Finance policies and practices
  • Shape a culture that expects and celebrates change

• Refine, Review and Repeat. 
  • Plan 'waves' of change, what's now, what's next, what's likely in the future.
  • Use every change initiative to increase the future adaptive capacity of the enterprise: Don't think "From 'A' to 'B'" but rather "From 'A' to 'Adaptive'" 

​Never settle. Embed the expectation and doctrine to support continuous evolution.

"It is critical to develop the capacity for change; individual, team, system – the ability to adapt. There is an element of speed, but only when it is required."
- Kiran C. Business Consultant, Asia

In the era of technological acceleration, people are your edge. Build a talent system designed for agility, growth, and impact.

• Hire for Fit – Prioritise values and character over credentials
• Train for Skills – Make continuous learning a cultural norm
• Deploy for Impact – Break silos, match talent to opportunities enterprise-wide. Strive to be an empowered 'Team of Teams' 
• Enable Their Best – Provide the flexibility to unlock top performance

The World Economic Forum predicts that technology adoption is causing a 25% churn in job roles and that 6 in 10 people will be required to adopt new skills in the next 6 years. As such a new relationship and approach to attracting, developing and deploying talent is essential. Winning firms facilitate high mobility and accommodate the uniqueness of the individual. They enable individuals to self-direct, within guardrails, their skills development, deployment (matching skills to priority needs and initiatives) and how they manage the life-work boundary.

Lead with culture. Build a collaborative, inclusive environment where high performers thrive and individuality is celebrated.

Crack the international talent code. Balance local insight with global cohesion. Learn from the missteps of others to shape your unique approach.

"Team members must believe that they are in the best place for them to develop and thrive. They have to feel that you are operating in their best interests. [Then] they feel they are going to give a lot, there is always a sense of exchange"
- Bernie J. Senior Academic and Renowned Consultant, California, USA

"There is a need to think enterprise-wide now – not being parochial: what’s best for the enterprise – not your department? The shocks that we must respond to require an enterprise-wide mindset. Successful leadership should be doing this on a day-to-day basis, not just in crises. Performance metrics are so messed up: You do not get the best results for the enterprise by defining metrics and reward systems for the performance of siloes."
​- Sian B. Country Manager, Global Bank