Responsive Organization

Competitive advantage and profitable growth doesn’t come from scale anymore. The rate at which big players in any and all industries beach their supertanker is unprecedented. The churn of Fortune 500 companies is faster than ever.

Competitive advantage and profitable growth doesn’t come from efficiency anymore either. What’s the point of efficiency if people no longer want your product? Looking at you Blockbuster, Nokia, Avon, Gap.

Competitive advantage and profitable growth comes from adaptability. Pure and simple. Adapt or die.

A 2011 article in the Harvard Business Review pronounced adaptability the new competitive advantage. It asks how your managers can pick up the right signals to understand and harness change when they’re overwhelmed with changing information.

The conclusion – instead of being really good at doing some particular thing, companies must be really good at learning how to do new things.

Responsiveness requires progress in terms of the Euler Partner products, not least Digital Transformation, Organizational Design, Quantified Organization and Personal Mastery.

Euler Partners, early supporters of and contributors to the Responsive Org community, has produced an edition of its quarterly publication, sense, dedicated to responsiveness. See the executive summary below.

Euler sense – The Responsive Organization

Euler sense is our quarterly publication. Our Spring 2016 edition focused on the Responsive Organization, click to download the PDF now.

Spring 2016 – Executive Summary

In designing to thrive, many organizations invest in improving the responsiveness of customer-oriented operations. To be responsive is to react readily and one hopes appropriately, and simple observation shows that such agility in reacting to market needs and aspirations is a potent source of competitive advantage today.

A method known as lean has helped manufacturing become more responsive over the decades, and an approach called agile has made software development considerably more responsive too. What can we all learn from these approaches and experiences? Can we make the entire organization more responsive?

  • Lean can benefit every aspect of business once you know the questions to ask and establish the discipline to establish continuous and responsive improvement
  • Agile thinking, and the associated development and operations (devops), can be applied beyond software development to refocus business on doing the right things and doing those things right
  • Recruitment, training and education, internal comms, non-production procurement, finance, legal, and workplace design can all be made more responsive to the needs of internal customers in their endeavor to be more responsive to actual customers.
Euler sense – the responsive organization