A new survey by the workforce firm i4cp found that companies consider the top two "critical issues for 2013" to be "managing/coping with change" and "managing organizational change." And yet the study found that only 35 percent of the best-performing organizations are effective at managing change. At it's core, The iBusiness is an entity that is built for one purpose. Change! When combined with The iPerson, both can allow you to thrive in The iEconomy.
When it comes to the leadership properties in a lot of companies, they remain status quo, which is why William Collins has presented The iBusiness as a way of taking advantage of the transformation in The iEconomy. You have to have agile leaders. The mantra should be, ‘We need to change internally as fast or faster than the market is changing externally.'"
In many companies, implementing change is like trying to turn around an
aircraft carrier. Projects often become months long endeavors where team
members cannot make decisions without clearance from multiple rungs of
The argument here is that companies should function more like youthful gymnasts than arthritic octogenarians. Steve Denning, author of "The Guide to Radical Management," said businesses that can't continually innovate have short life expectancies.
He gave several principles for a company to become more agile.
Instead of focusing on making money, focus on delivering value to and delighting customers.
Instead of having managers controlling individuals in teams, let the teams self-organize.
Have teams that work in short cycles, with managers whose main role is to remove things that might get in the way of their work. At the end of each cycle, review what has been done and move on to the project's next step, learning from any mistakes that were made.
Keep communication horizontal, not vertical. Rather than receiving vague directions from on high, have face-to-face conversations, make sure everyone understands a directive and then get to work.
It is particularly effect to have projects being done in segments that don't eat up too much time. How often have you seen a work project drag on -- and lead to something feeble? The iBusiness approach empowers the team members working on the project, giving them the freedom to be innovative and smart, while reviewing the work piece by piece so it succeeds.
"Companies like Apple and Amazon and others, they're all using this type of management and crushing the competition," Denning said. "It's a transformation. It's under way, and it's happening on a large scale."