The world is changing at a rapid rate. It's throwing up an endless supply of opportunities - and risks. In other words, it is disruptive. How does a business survive, and indeed thrive, in the midst of this disruption?
By embracing the disruption and providing the direction and environment that helps make the most of the opportunities it creates. Leaders can transform their business and thrive in times of rapid change by applying the three attributes of the Fit for Disruption model:
- Be Commercial: Fit for Disruption leaders have a focus on the structure and control of the organisation. They understand where they are going and why. They build a business model that is profitable.
- Create Solutions: Fit for Disruption leaders don't stand still. They are inquisitive, they want to be better at what they do, and they love to solve problems. They are innovators. And they employ the people who can help them do and be all these things.
- Effect Change: Fit for Disruption leaders build momentum and energy around a cause. They take an idea and make it happen. They are not pontificators; they focus on action and deeply connect to their people and customers.
When leaders build their business on these three attributes, they will not only navigate the storms of disruption, but begin to create their own opportunities and become the disruptors of the future.
|Publisher:||MacMillan Company Limited|
|Product dimensions:||5.50(w) x 8.50(h) x 0.48(d)|
About the Author
Matthew holds a Bachelor of Business (Accounting) from Monash University and has completed the Stanford LEAD program in Corporate Innovation. He is also the founder of Menark Group - a specialist strategy, program delivery and training firm that is focused on driving business performance by developing commercial, operational and innovation capability. Menark transforms knowledge into impact and builds enduring capability.
Table of Contents
A changing world
Get ready to do business differently
Introducing the Fit for Disruption model
How to use the model
PART 1: BE COMMERCIAL
CHAPTER 1: DEVELOP A STRATEGY
Why are you in business?
What business are you in?
How will you achieve your goal?
Your grand strategic plan
First things first
CHAPTER 2: BUILD GOOD GOVERNANCE
Service your brakes
Balance risk with opportunity
State your (business) case
Manage your money
CHAPTER 3: DESIGN AN EFFECTIVE BUSINESS INTELLIGENCE CAPABILITY
Stay on track
Embrace emerging technologies
Beware of analysis paralysis
What does good business intelligence look like?
CHAPTER 4: MAKE EVERY DOLLAR COUNT
Check the invoices
Cut the right costs
Consider end-to-end costs
Don't be penny wise and pound foolish
Respect your suppliers' and service providers' profits
The Prizes of being COMMERCIAL
PART 2: CREATE NEW SOLUTIONS
CHAPTER 5: FOSTER A CREATIVE ENVIRONMENT
What is creativity?
The power of random connections
The problem of imagination
Create a play pen
CHAPTER 6: DEVELOP A CREATIVE MINDSET
Open your mind
Think abundant and resourceful
Trust your instincts
CHAPTER 7: PICK A PROBLEM
Problems are a good thing
Connect with your customers
Give the customers what they need
Learn to focus
Don't reinvent the wheel
Create value for all
CHAPTER 8: LEARN BY DOING
Fail fast, fail often and win
Centres of learning
The Prizes of being able to CREATE
PART 3: EFFECT CHANGE
CHAPTER 9: BE A LEADER
Have a vision
Respect your people
Remove the shackles
CHAPTER 10: BUILD CONFIDENCE
Sustain the change
CHAPTER 11: EMPOWER YOUR PEOPLE
Show your support
Train your people
Get out of the way
Remove the hierarchies
CHAPTER 12: COMMUNICATE, COMMUNICATE, COMMUNICATE
Communicate clearly and consistently
Talk to your stakeholders
Persuade the doubters
Show, don't tell
CHAPTER 13: BUILD THE RIGHT CHANGE TEAM
Your change team
Encourage your 'intrepreneurs'
Embrace your misfits
Tailor your team
Employ people who care
Stop arguing about it and start driving the bus
The prizes of embracing and delivering CHANGE
LET' S WRAP A BOW AROUND IT AND GET ON WITH IT
Keep it simple
Eat the elephant
Think of the future
Remember that leadership is a privilege
About the Author
About Menark Group