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.
Competitive advantage and profitable growth doesn’t come from efficiency anymore either. What’s the point of making unwanted product efficiently?
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.
As Peter Senge points out, organizations only learn through individuals who learn, perhaps aided by machine learning these days. And learning craves meaningful data.
Lack of data was the problem of the 20th Century, yet the opportunity and challenge of the 21st is having too much of the stuff. This is the landscape of digital transformation and, I believe, the very bedrock of the meaning of business: establishing and driving mutual value creation (PDF).
Value flows when data flows meaningfully through sociotechnical networks, and I've been on a mission to find out how to make this happen. Continue reading