Achieving and maintaining a high growth rate requires a disposition towards action. Speed is critical. Energy begets energy; momentum builds momentum. Risks will be taken in order to move forward but risk will also be mitigated by the ability to make-sense of the unfolding situation and pivot and adapt quickly as required.
Whether and how to act or react to the changes driven by 4IR is something each leadership team must decide for themselves. Whether they perceive themselves as ‘gazelles’ or ‘lions’*; whether they have ambitions to shape the unfolding future, or to survive whilst others do so, are questions for leadership. The evidence is clear, firms that lean into the future, adopting a strategy that embraces the changes of the 4th Industrial Revolution and implementing the management mechanisms and leadership practices of managing 4IR, out-perform their peers.
Whether and how to act or react to the changes driven by 4IR is something each leadership team must decide for themselves. Whether they perceive themselves as ‘gazelles’ or ‘lions’*; whether they have ambitions to shape the unfolding future, or to survive whilst others do so, are questions for leadership. The evidence is clear, firms that lean into the future, adopting a strategy that embraces the changes of the 4th Industrial Revolution and implementing the management mechanisms and leadership practices of managing 4IR, out-perform their peers.
Video: Drive audacious growth in 4IR.
Axiom #2 of achieving superior competitive performance in 4th Industrial Revolution
Axiom #2 of achieving superior competitive performance in 4th Industrial Revolution
From the research and also from the ongoing work with clients we know that focusing on three factors will have greatest influence in being able to strive for and attain audaciously high growth rates. These factors drive the corporation to build and leverage its Dynamic Capacity, to compete successfully in 4th Industrial Revolution. These factors must be personally and demonstrably owned by the leadership of the firm, yet also embedded in the behaviours of the management cadre.
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*Note: Proverb that says “Every morning a gazelle wakes up and knows that to survive it must outrun the lion and other gazelles. Every morning a lion wakes up and knows that it must out run the gazelles and choose wisely in order to survive. Whether you are a gazelle or a lion, each morning you must wake up, chose wisely and run faster than others”.
Corporate Rebirth
Drive Audacious Growth: Be Purpose-led
Our support to clients to drive audacious growth focuses firstly on ensuring there is a well-defined purpose that leadership is committed to pursuing, which is articulated with a clear set of goals and expected milestones. We support our clients to equip their cadre of managers to think and act ambidextrously, to be resolving and dissolving seemingly conflicting goals, not simply seeking to find tradeoffs and compromises. We share best practices and our hands-on experiences on creating the culture to expect and the management infrastructure to support continuous change and evolution, without succumbing to organisational fatigue. This often includes refining performance metrics and incentives to ensure that the commitment of the leadership to pursue audacious growth is evident through-out the organisation and the management cadre is aligned.