By Michael H. Hugos
The relentless pursuit of commercial potency now not yields the gains it as soon as did since it calls for a degree of commercial predictability that now not exists. as an alternative, the web and worldwide video and telecom structures offer a tremendous and non-stop circulate of knowledge that factors the total international to act like an enormous inventory industry, with the entire volatility and uncertainty that is going besides such markets. Responsiveness now trumps efficiency.By being attentive to the evolving wishes and wishes of particular teams of shoppers, businesses can wrap their services in a adapted blanket of value-added prone to regularly earn an extra 4 percentage or extra gross margin than they might differently earn for the services or products on my own. This shopper and industry specialization is the main promising and the main sustainable resource of gains in our fluid, real-time economy.Part of the Microsoft govt management sequence, Sustainable Prosperity discusses the 3 primary strategy loops that force an agile company and the way they interact to carry the responsiveness that generates gains in a high-change economic climate. supplying suggestions for leading edge and pragmatic use of individuals, strategy, and know-how to force operations in an agile firm, this e-book finds the foundations of the agile firm, sponsored through real-world case experiences from the author's personal experience.Michael Hugos is a speaker, author, and practitioner in IT and enterprise agility, and agile procedure improvement tools. He writes a column for Computerworld and a weblog titled "Doing company in genuine Time" for CIO journal.
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Extra info for Business Agility: Sustainable Prosperity in a Relentlessly Competitive World (Microsoft Executive Leadership Series)
These are the built-in traps that play themselves out when companies insist on applying twentieth-century industrial notions of efficiency to the fluid, electronically interconnected global markets of the twentyfirst century. From the perspective of efficiency alone, it would seem that people’s success in raising their standard of living is the very thing that leads to them losing their jobs. It would seem that there will always be another group of lower-paid workers willing to step in and do their jobs for less.
For many people (myself included), the idea of a responsive organization at first seems like just a speeded-up version of the traditional hierarchy. I used to think a responsive organization is what we would get if we took the aeronautic controls and heads-up data display out of the cockpit of a jet fighter and installed them on the boss’s desk. Then we 42 PRINCIPLES OF THE RESPONSIVE ORGANIZATION The BIG CHEESE Orders Information VP of THIS MANAGER A PAWN 1 PAWN 2 VP of THAT MANAGER B PAWN 3 PAWN 4 MANAGER C PAWN 5 PAWN 6 Centrally controlled hierarchies move too SLOWLY.
Companies realize their greatest asset is the customers they sell to, and the best way to grow and enhance that asset is to stay in constant touch with those customers and keep changing as their customers change. Responsiveness means being aware of market trends and evolving customer desires. Responsive companies listen carefully to what customers say; they watch what sells and what does not; and they are always on the lookout for opportunities to modify existing products and services or introduce brand-new products and services.