Disruptors are ushering in the future. From disruption comes the new.
Change can happen in the blink of an eye. But not always. The strength and nature of disruption is defined by the value it releases and it is often predictable. It can be anticipated, met, controlled, and even courted.
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What does disruption look like?
Accenture research shows that industry disruption, while complicated, follows a discernible, and understandable, pattern.
Pivot to the Future
This book is much more than the story of Accenture. It includes numerous case studies that show how some of the world’s most prestigious companies are reinventing themselves. Learn how to continuously invest across all three stages of the business lifecycle; the old, the now and the new.
Brave enough to disrupt?
Listen to the podcast with co-hosts Omar Abbosh and will.i.am as they break it down with courageous leaders who are not afraid to continuously reinvent.
Are you getting the most out of your innovation investments?
Converting an opportunity into reality is not easy. The process begins with understanding the nature of trapped value. Accenture research uncovers how high-growth companies are using innovation to achieve deep organizational change and unlock value trapped in their enterprise.LEARN MORE
What do you need to do today to lead in the new?
So, let’s imagine you’re managing disruption and uncovering new value—but your organization is still stuck in a loop of doing things how they have always been done. Take a look at the four steps that can help to reinvent your business culture and operations.
Build competitive agility and more competitive cost structures to improve flexibility, increase profits and drive up investment capacity in the existing core business model.
Use new investment capacity to support digital marketing and analytics (to gain new operational insights) and improve Web/mobile interactions (to activate new demand and expand into new markets).
Build and scale an innovation architecture inside the business (for example, innovation hubs, Labs, partnerships) that is reflective of the different levels of maturity of those innovations.
Strike a delicate balance. If businesses pivot too quickly from the core to the new, they will over-invest and stretch themselves too thin financially. If they pivot too slowly from the core to the new, they risk becoming obsolete.
Organizations must continuously reinvent themselves to stay relevant and meet the demands of a fast-forward future. They need to know what not to fear, and be decisive in making momentous, strategic choices.
Intelligent enterprises master an organizational architecture that brings together new capabilities and existing operating models to create a step-change in agility, efficiency, productivity, and creativity.