Disruption, does not just re-shape your organisation, it, also, changes the dynamics that, run the company.
One of the biggest obsessions of founders, as they prepare to meet investors is, trying to figure out, how the industry will be disrupted, as it is, a means of devising a business plan and ways of better communicating your industry.
I would be sharing some business stories that have caused the successful transformation, as well as, busting some myths that have distorted our thinking, of what disruption is like.
Here are some of the myths that, you can look into again, to be sure, of what you have always thought disruption was, before now:
Disruption reshapes the dynamics of an organisation
Disruption can be quite challenging, all because, it requires, complete dedication, to try thinking outside the box. Pretty much true, however, that’s not the only reason.
Becoming a person that disrupts, can be quite difficult.
As stated earlier, disruption does no,t just reshape your industry, it, also, fine-tunes the dynamics, around your organisation.
No matter the level of commitment made to disruption, leaders and followers, as well, ought to get scared, of the reshaping what disruption does.
What disruption does, is to change the status quo.
Considering that, a disruptive process is safe, it, rather, makes more sense that, the organisation struggles, to follow on the changes occurring when an organisation decides to accept disruption.
Company executives may have to close more partnership deals, with one another, while sharing more information, on a regular basis.
For instance, a team that always makes its report, to a department head, would have to reshape the dynamics and report to leaders, from different departments.
These changes are greatly unsettling, not from a business model point alone, but also, from the psychological angle. This is where the disruption comes from.
It requires a fearless look into the future
Concerning the traditional method of running an organisation, leaders have the habit, of looking back, as they often make decisions, from the past that have, actually, work to take effect, on the present.
No doubt that this is a common human feature, as it is essential, for survival, however, it is not the right way to go about making explosive growth, for the organisation.
In order to be disruptive, organisations ought to look into the future, without much fear, in the process, designing products and creating services, for customers in the future.
The customers you know today, appears good for your business, so, why drop them off, for another set of customers, when you are not, even, sure of the new customers you are hoping to bring on board, actually, exist? It is, rather, safe to stay with the ones you, already, know.
It would be a, rather, fearless and bold step to pursue customers for the future because, you will give up that process and structure that has always run, in your favour, thus, forcing you to explore new directions.
Trying to create for the future, rather, for the present, means that, you are willing to fail.
Organisations must establish culture that develops disruptive growth
For most organisations, culture is a key factor, when it comes to getting a hand on disruption that translates to explosive growth.
Asides from showing a willingness to embrace disruption, leaders of organisations must, also, try in nurturing a work environment that encourages change.
Leaders, therefore, have to create a process, in an organisation, that will keep all staff members, heading towards the same goal.
Having to be part of a process, helps to keep up people, in finding ways, to maneuver their way, over challenges.
Becoming a part of a process, bigger than you, will make you focus, on achieving shared goals, rather than pursuing personal gains.
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