Ability to Change
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Organizations that fail to stay current and adapt to the changing environment risk getting disrupted. This is why organizations need to have the ability to change. Change is not easy, but it can be a powerful tool if used correctly.
Organizations need to recognize when changes need to be made and how those changes should be implemented. They must consider their available skills and resources, how much time they have, and which approaches are most likely to succeed based on their unique situation. Organizations should also consider any external factors that may affect the success of their efforts, such as government regulations or technological advancements.
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The exciting thing is that most companies we talk to today, under-appreciate their own ability to change.
- Given the right conditions, your people are more than capable of adapting to the marketplace and customer trends.
- Your people experience the hidden burning platforms every day right now and are already creating and generating ideas on how to turn that into what we call the Advantage Platforms ©.
- Your people have holistic leadership already in place that, given the proper condition, can be unleashed in every direction.Â
- And most importantly, your existing people have more incredibly innovative ideas already started in their minds, and they only need a structure to let them get started and implement.Â
And we know this because we've seen it. Over the years, we have witnessed companies getting disrupted by leaner and more innovative startups. Preventing them from getting the things they wanted to do – that were really great – done.
Leadership Structure Becomes A Bottleneck
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Complicated leadership structures generate operational blind spots and an ever-growing creativity bottleneck. These bottlenecks lead to communication breakdowns between different levels of management due to an excessive number of people involved in decisions and processes. When there are different levels of authority within the same organization, it can be challenging for leaders to decide which decisions require consensus and which do not.
Most organizations have the ideas, talent, and knowledge needed for their company to remain relevant and competitive, but many collaboration structures ignore critical information already embedded in the system with their talent.
Senior management is often too busy and too far away from the daily emerging problems facing an organization. The solutions that leaders are looking for become difficult to get into place because the leadership bottleneck prevents this ability . We couldn't make them happen because our structure wouldn't allow us.
We went through years of frustration, delays, lackluster results, and increased pressure on our careers and personal lives. As a result, many of our colleagues and even a few of us moved on to faster, more innovative, and disruptive competitors.
The Disruptor Method®
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Fast forward 15 years or so to the start of Agile Meridian. We're a team of leaders frustrated by seeing great talent and ideas underutilized, just like we experienced earlier in our careers. We set out together to help others achieve greater profitability and personal success through what we call The Disruptor Method®
We help companies disrupt themselves before others do by unleashing their talent and unlocking hidden opportunities so that they can realize faster profits and sustainable success.
Want To Know More About The Disruptor Method?
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