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GenFlux - Systematize Change and Thrive

GenFlux - Systematize Change and Thrive

This Is Generation Flux: Meet The Pioneers Of The New (And Chaotic) Frontier Of Business. The future of business is pure chaos. Here's how you can survive--and perhaps thrive

Above is the title of a thought provoking article. Instead of opining, I'll share snapshots, below. If they interest you, read the entire article at fastcompany.com

I reinvented my own business trajectory - from merchant/marketer at IKEA, Pottery Barn and fixer of PE-owned wholesale businesses in various stages of transition, to consumer business builder. Now I build multi-million dollar profitable revenue platforms for PE-owned businesses in the USA and China - in 2011 I added 17% EBITDA (as % of sales) to a business within 10 months, and built another that quickly and cheaply launched significant volume of a new product into 10 major retail chains and 3700 doors - so I 'get' change, and I understand how to create order out of chaos and deliver innovation and profitable new revenue streams by aligning both worlds

Fast Company will have you considering new perspectives for your business. If it sounds a bit chaotic, that's because it is. Deal with it.

"You're going to have businesses rise and fall faster than ever."

You Don't Know What You Don't Know.

Within GE, she says, "traditional teams are too slow. We're not innovating fast enough. We need to systematize change." - "There's a need to be less hierarchical and to rely more on teams”

Organizations have structures and processes built for an industrial age, where efficiency is paramount but adaptability is terribly difficult. We are finely tuned at taking a successful idea or product and replicating it on a large scale. But inside these legacy institutions, changing direction is rough. From classrooms arranged in rows of seats to tenured professors, from the assembly line to the way we promote executives, we have been trained to expect an orderly life.

Yet the expectation that these systems provide safety and stability is a trap.

…a revolution…(at) America's leadership factory. "We talk about how to get and apply external knowledge, how to lead in ambiguous situations, how to listen actively, and the whole idea of collaboration."

"work on a mission: use mass platforms to change the world. It's a mission, not a job title, not a career."

"If we don't change our structure, we'll get less relevant," Greenberg tells me. "We won't be able to grow." This time, he's integrating 12 new capabilities, "People talk about change and adaptation, but they don't see how fast the competition is coming. We have to move. We have no choice."

"Command-and-control hierarchical structures are being disintegrated. There's a difference between the old broadcast world and the networked world."

"The Agile Manifesto" stated a preference for "individuals and interactions over processes and tools; working software over comprehensive documentation; [and] responding to change over following a plan."

The key is to be clear about your business mission. In a world of flux, this becomes more important than ever.

To flourish requires a new kind of openness. More than 150 years ago, Charles Darwin foreshadowed this era in his description of natural selection: "It is not the strongest of the species that survives; nor the most intelligent that survives. It is the one that is most adaptable to change." As we traverse this treacherous, exciting bridge to tomorrow, there is no clearer message than that.

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