دانلود رایگان مقاله استراتژی اسمزی: نوآوری در هسته برای الهام بخشیدن

INTRODUCTION

Decline and entropy in established firms can be like getting caught in a riptide in the ocean: you feel it taking hold but remain confident you can handle it, yet before you know it you are in serious trouble wondering how things got so out of hand. In a business sense, battling the inevitable by doing what you have always done is a questionable logic, yet to not only survive, but to grow strong and become able to deal with future critical moments requires strategic disruption and often, new and decisive leadership. The forces of rapid change and uncertainty are ubiquitous in modern, global business environments, and the slippery slope of decline becomes amplified by intense competition and the need to innovate to sustain organizational health. The transformation from commodity-based economies to knowledge-based economies is well documented, yet even though knowledge is seen as offering competitive advantage, it is of course how such knowledge is creatively leveraged in challenging what we do and how we do it, that is important. Points of extreme can teach us much, whether it is excellence and the factors that enable this or lessons from despair, desperation and the road to redemption. In this article we present from the latter and draw from the experience of a tier-one firm in the consulting industry operating in the Asia-Pacific region.

CONCLUSION

Oliver Wendell Holmes Sr. in the 1850s astutely observed, ‘‘Man’s mind, once stretched by a new idea, never regains its original dimensions.’’ Innovation for firms has a similar capacity to stretch the boundaries to what is possible. However, operating at the edges while fine-tuning the core is not easy. In this article we have acknowledged the importance of organizational ambidexterity and disruptive innovation. We have also laid bare the ambidextrous implementation challenge and in response offered a strategy that is practical and effective in building innovation capability. An osmotic strategy seeds innovation from core business activities, building the capacity outwards to inspire at the edges so that when and if disruptive products or services do present, a firm has the ability to take such ideas and turn them into commercial reality. The strategy also overcomes much of the tension between efficiency and innovation in terms of resources, structures, rewards and leadership. By innovating from the core, the ground is prepared for an innovation ecosystem to flourish. We have also provided practical and effective ways to operationalize an osmotic strategy that have been forged from the fire of a burning platform. Our research has shown that even in a largely conservative and stalwart industry such as professional services, it is possible to nourish and nurture creativity and transform this into the capability to disrupt how services are created, scaled and delivered to the marketplace. Moreover, such an approach provides firms limitless possibilities to create their own futures.