Owned by: ManyWorlds
Accessible by: Public
Popularity Rank: 69
Related Assets: 331
Related Areas: 27
Related topical areas by relevance
|
 |
Organizational Futures
|
|
If your company is preoccupied with learning and implementing “best practices”, you’re falling behind. You shouldn’t ignore today’s best practices but if that’s the limit of a company’s thinking, a rising powerhouse running on leading practices could gobble it up. Intimations of possible futures for business organizations surround us, but you can see them only if you’re primed to recognize them. These elements of the successful organizations of the future are lurking in business domains such as business model and architecture design, systematizing innovation, corporate governance, changing customers, advancing technologies, dissolving and emerging market spaces and industry boundaries, leadership styles, organizational culture, advanced decision-making, complexity studies, foresight methods, and human capital development. In this topic, we bring together some of the best content on all these areas and help you to make sense of it all.
Companies have never had as many options for smart business model and business architecture design. Reinvigorated and reinvented companies are rethinking everything about how they do business: Where does value comes from (products? services? solutions? experiences?) and how their assets can be leveraged into newly emerging, higher margin markets. In addition, approaches that reconfigure business processes and can continually adapt them (for instance, see “21st Century Business Architectures”; “The Future of the Networked Company”, “Who Needs Budgets”), and which capabilities – even core competencies – to outsource (“Organizing for Innovation: When Is Virtual Virtuous?”).
As if all this weren’t confusing enough, companies have to look ahead into the mists of the future to stay on top and ahead of the buffeting forces of globalization (“The Future of the Global Corporation”), shifting public opinion and regulatory pressures – including such volatile issues as sustainability and the expanding wave of disagreement over who are the relevant stakeholders in a company (“Innovating Our Way to the Next Industrial Revolution”) and how this drives what Lynn Sharp Paine has called the evolving corporate personality. Adding to and interacting with these forces we can see the tornadoes of advancing technology and their effects on both the environment and internal processes of the firm. Evolving technologies mean far more than new products, affecting everything from transaction costs to communication abilities to enhanced analytical capabilities. (“How Technology is Redefining the Role of the Firm: Lessons for Corporate Strategists”; “Track 7 Tech Vectors to Take Advantage of Technological Acceleration”)
[Read more on page 2 of this editorial here]
|
|