It is becoming undeniable and increasingly clear, interconnectedness and digitalization are rewriting the laws of the old economy. With the incumbent companies that are most at risk to be left behind.
One insight to have and 5 important decisions for any CEO to make, to meet the strategic challenge of changing laws caused by the transition, ongoing digitization and dematerialization in an era of transformation.
On the other hand, one of the great misperceptions of the industrial age is that it is the technology that changed the world.
In this time of awareness and the “revolution of consciousness” that takes place, it becomes clear that it is the growing consciousness that made that the world has changed.
New technology stems from a new awareness, in the spirit and adoption of other ideas and concepts and it is for this consciousness that we are ready for new technologies to adopt.
Development goes with leaps and bounds and it’s progress is exponential. With exponential results when one, as an organization with the right decisions at the right time, jumps in.
Once in this flow and everything changes, both internally and externally. It’s like a frequency where the flow of information is received and the insights needed to make the right decisions and the bandwidth on which abundance is attracted.
Courage is needed to follow the path of this relative uncertainty. Uncertain because everything is new, but that does make the challenge and results all the more fulfilling. Fulfilling also in the sense of abundance that it brings. Return On Involvement, or else, return of being connected.
Abundance manifests itself directly, but it can also just disappear as easily, just as profits and reserves that some organizations thínk they have. We all know this by now.
It is not about giving and taking anymore. It is about giving and keeping giving! Being connected is what attracts this abundance.
New strategic principles
It is still a general accepted idea that some form or level of competition is healthy. Competition ís competition and there is no such thing as healthy competition. There are no healthy variants. And if some form of competition would be healthy, why do we call it healthy competition, instead of for example enterprises with an equal mission? Assuming that each company is unique and this also is reflected, not only in that which one offers, as well as core values.
Competition makes that what you are doing (without the contact) to become disconnected. The activity of an organization becomes less inspired, inefficient and ultimately little successful sooner rather than later.
This is the reason why organizations also continue to copy and compete, spending and wasting time and money inefficiently on advertisements and at times are more concerned with the ultimate survival than acting from their own uniqueness and own mission.
This whole effect is reflected in society and has found expression in a uniformity of goods, culture and landscape. And this effect is reflected in organizations that have the temptation to go along with the competitive market parties instead of following its own steadfast autonomous course in a self-created market.
And so is this cycle completed while we want other economic cycles. And if we want to think in terms of circularity, let’s do this, especially in this way.
Efficiency is achieved but at the expense of diversity and so ultimately at the expense of our selves. It is this consciousness we already have. And that makes that this whole process and competition as a concept is inefficient and unsuccessful.
This “side note” should be made to have the insight to be able to make a next step, when one hasn’t done this yet.
Beyond that, in the definition of strategies that meet solving the problems of this time, the focus should be on sustainability, rehabilitation and transformation on itself as top priorities.
Each strategy based on competition is of the old world and by definition, in this new era with its own laws and dynamics, useless and becoming less successful. Is it necessary any longer to exhibit with figures for something that we actually already know?
On the other hand, each strategy based on originality, creativity, empowerment, interconnectedness and participation in potential is successful. This is proven in practice.
Instead of redefining competitive strategies, it is therefore necessary to think differently. The change that occurs is that we think apart from these terms. This is the change we want.
This is also the force that changes the dynamics.
New dynamics and perspective
New strategic decisions actually are decisions based on the new universal principles, laws and new dynamics, which make that these strategies become universal strategies if we can speak of it this way.
The transition causes and dissolves – and follows it’s own course like a tornado through a landscape. In that respect the transition makes the perspective change that we had of markets, stocks, profit, efficiency, opportunities and success.
Opportunities and threats in a different perspective.
In the context of strategy formerly we looked at opportunities and threats mostly as something which arises outside itself. On which strategic decisions were usually taken. If we see it the other way then there is really only one decision. The decision to allow opportunities to arise. And so to reverse – this cause and effect – and to keep it in their own hands.
And it is mainly oneself, as an organization, to give it the chance to attract abundance to themselves. The opportunity that is meant here is the huge opportunity out there to take a distinctive, unique and bigger position and to take leadership in a large interorganized relation. A shared leadership in a large interorganized connection, makes each mutual leadership to become a great leadership.
There is still little or perhaps no sufficient example from practice of the interorganized connection as is meant here, except examples of what’s possible.
One opportunity which is obviously there is that we, apparently are able to let enterprises operate very efficiently – and are able to create solutions for everything, while on the other hand, there are still so many problems in the world. Then apparently we have not yet resolved how enterprises can be used to solve that huge inefficiency, efficiently in the world. This is a huge opportunity.
Transformation of ‘marketshare perspective’
Few people wanted a TV, computer or smartphone until it actually was invented. Though we wanted solutions in the world where there seemed to be no direct solutions. And this hasn’t changed. And it seems that these solutions in concept will be accepted, once it is proved that they work.
Can we still speak of markets if different organizations – and I am talking about the commercial organizations and NGOs with disciplines from different markets – bundle their knowledge, resources and scale to jointly work on solutions.
Any cooperation, especially when one chooses to work together in several ventures, will ask of an organization specific solutions and thus a unique deployment of these. The activity and the offer of the organization then is unique within – and falls completely along with the whole.
The share of the whole becomes a share IN the whole.
Quantifying market-share, that therewith no longer exists, then basically appears to be a pointless activity.
A growing demand will continue for specific solutions. With greater diversity as a result. Increase of less standardized production will be a fact. But the part efficiency we have learned to work with will be taken to be efficient within the whole of solving issues.
Profit and profitability perspective
Win-Win-Win as a result is a concept that has gained ground. Return on investment transforms itself in ‘return on involvement ‘ and what this means is immediately evident in a interorganized context.
Profit maximization in that respect does not need any further explanation.
5 Important decisions to meet the changing dynamics:
1) The decision to autonomy in an interconnected world.
Interconnectedness in cooperation which results in greater diversity and so taking a distinctive and unique position, which at the same time, results in a unique and greater leadership.
A universal, serving and shared leadership, at the same time is a larger leadership. How contradictory this may sound for some.
2) Redefinition of values and choice for its own specific cooperation. With which companies and social organizations and individuals? This choice can have long-term consequences for the direction of organizations own activities.
3) Think in terms of solutions for today’s challenges as “market”.
4) Acceptance of change. Allow opportunities to arise in the whole of change which will manifest itself anyway. Recognition of the possible need for the organization to take drastic steps. Create opportunities. Wait until “better” economic times is waiting for own demise.
5) The choice to interorganization. Interorganization therefore, in any form or degree might be the long term path and strategy for any organization. Being the key-player in very specific combinations of cooperation and conditions in the offering of integrated solutions.