Food for Thought about the Next-Generation Organizations

Les démarches d’amélioration linéaires, par petits pas, font fi de la nécessité de recourir à des innovations radicales dans les technologies ou dans l’environnement d’un projet informatique. • Les organisations hiérarchiques qui fonctionnent en mode « commande et contrôle » sont peu appropriées à l’élaboration de systèmes complexes. • Les...

The once strong correlation between profitability and industry share is now almost nonexistent in some sectors. … traditional approaches to strategy—though often seen as the answer to change and uncertainty—actually assume a relatively stable and predictable world. … [expand title=”Read More . . .”]Sustainable competitive advantage no longer arises exclusively...

An agile enterprise embraces change as a matter of routine, whether that change is driven by market trends or is internal and operational; it reacts more quickly to both threats and opportunities. Agile companies enable decisions to be made quickly at lower levels in the organization; leaders concentrate on building...

we’ve identified 10 measurable dimensions that shape an organization’s business agility. Two are market dimensions: market responsiveness and channel integration. Three are organizational: knowledge dissemination, digital psychology, and change management. Five are process-focused: business intelligence, infrastructure elasticity, process architecture, software innovation, and sourcing/supply chain. On each of these dimensions, companies...