Please note that the term “The Enterprise” used below,
should be taken to mean the Senior Strategic Management of the Enterprise. This
generally means the C-Suite, Board of Directors, Partners and Senior Executive
Team of the Enterprise in question.
These types of Enterprise Viability are not hard and fast
rules. Every Enterprise will be different in terms of how it thinks (and in
terms of how it acts in reality). They are presented as an aid for Enterprises
How they think and act.
How viable their Enterprise may be as time passes.
If they need to adjust how they think and how they act to stay
viable in the future.
Pre 20th century Enterprises didn’t change much.
After being created they pretty much stayed as they were. Their viability just
depended on what they did. The era of What.
During the latter part of the 20th century, what
an Enterprise did was not enough anymore to distinguish them. Their viability
not only depended on what they did, but how
they did it. For example, what distinguished the banks was not
what they did (because they all did the same thing), it was how they did, what
they did, that distinguished them. Therefore improving what they did became a
strategic benefit, and vast amounts of money were poured into Transformation
projects. Resources were not really an issue, just being able to change kept
them ahead. The era of the Transformation - of
In todays world, the pressure for Enterprises to change is
immense and grows day by day. It comes from internal pressures (which are
largely under the control of the Enterprise), but it also comes from external
pressures (which are largely NOT under the control of the Enterprise) such as
changing markets, changing customer segments, legislation, regulation and
Business models, not to mention the inexorable advances in IT that seem to only
ever accelerate. So, in todays world, just being able to change, is not enough.
What distinguishes Enterprises these days is how they
change. How effective and efficient they are at doing Transformation. The era of the Transformation - of Transformation.
Is executing Transformation in
your Enterprise getting more and more complicated?
Do you think that how your Enterprise
effects Transformation is important?
Is the effectiveness and/or
efficiency how your Enterprise effects Transformation sufficient?
If not, what are you going to
do about it?