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Where does Business continuity start from? From an already adaptable and flexible Business!


There has been a wide discussion about the adaptability and flexibility elements necessary to be competitive in the future. However, due to the slow adoption of approaches to get there, a question arises: Why from 2012 very little has been done?


What are the issues which prevent companies from:

· Adapting and being flexible

· Reducing hierarchy

· Innovating at scale

· Adopting People-focus culture, resources caring, people safety and culture as an identifiable value by internal and external resources

· Adopting People-focus change

· Retaining employees

· Resources actively involved in building flexibility

· Values-based framework

to face a continuous change in the business environment?


The thoughts I am sharing with you today are not really related to “listing” the roadblocks and answering the question above, but to show that someone has already spoken about these points as the future mandatory directions for Leaders and management in 2012 G.Hamel “What matters now?”


  • Context: Unstoppable innovation, technology development, unwavering change, and fierce competition

  • Values: leaders protect and promote their employees and conserve organisational resources and organisations’ values

  • Innovation: Economic growth depends on innovation; however, businesses reject innovation and follow conservative practices, especially in a downturn.

  • Adaptability: Companies must remain adaptable and overcome the rigidity created by hierarchy. When a business thrives, companies exploit it with defending strategies and do not look for new possibilities. “A top-heavy management structure is not only tyrannical but also expensive, in ways both obvious and subtle.” Make “future-proofing your company” through meta trends to anticipate markets and the changes.”

  • Ideology (Culture): If your organisation is stuck in old mindsets, ask whether your culture could prevent innovation, adaptation, and motivation. “What’s true in nature is true in business – a lack of diversity limits the ability of a species to adapt and change.”


The persistence of lack of adaptation and shifting culture have implicit or explicit root causes because approaches to Flexibility and Agility, Hybrid change, and People-focus culture and change are already available as management solutions. Without taking action, future changes may be reactive instead of anticipatory due to unanticipated changes in the business environment.

THREE questions arise:

  • (2012-2022)

Why didn’t companies see the meta trends of being competitive in a different way?

  • (2022-20xx )

What is the rationale behind that companies are still reluctant, reticent, and suspicious about getting on board management innovation?


Are we assisting the same short-sightedness as almost eleven years ago?


As part of TRANSFORAGE TCA Ltd, we have developed a method for determining whether the organisation can adapt to a constantly evolving environment. We identify the causes and effects of each critical management area on the others, identifying priorities for action. The framework is called CAST© - Capabilities for Sustaining Transformations: not drastic, reactive changes, but rather proactive ones.

To put it in another way: business continuity methods reduce the risks of unpredictable events with recovery plans, but when you can have a business that is already capable of transforming and adapting to other meta trends.


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