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- OperationalFuture Shock Dynamic Behavioural Friction arises from the process of change: from doing it and not doing it. Things have always changed but in the last 50 years the rate of change has increased exponentially. These are the opening lines of the 1970’s film based on Alvin Toffler’s best selling book Future Shock. Future shock is a sickness which comes from too much change in too short a time; it’s the feeling that nothing is permanent anymore; it’s the reaction to changes that happen so fast that we can’t absorb them; it‘s the premature arrival of the future. [siteorigin_widget class="SiteOrigin_Widget_Image_Widget"][/siteorigin_widget][siteorigin_widget class="SiteOrigin_Widget_Image_Widget"][/siteorigin_widget]Hype or happening Many of the predictions of the outcome of Future Shock seem ludicrous today, but getting the details wrong shouldn’t lead us to deny that it is actually happening. The effects are just different. The ability to adapt to rapid change has become a key requirement of corporate survival because Panda’s don’t survive in the corporate world. Not only do we feel it: evidence proves it. One example is the reducing lifespan of companies in the S&P 500. It has decreased from 67 years in the 1920s to just 18 years today, and is attributed to a failure…
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- DynamicAll Change Dynamic Behavioural Friction arises from change. Doing it and not doing it. Things are constantly changing and in the last 50 years the rate of change has been increasing exponentially. We are living in an age of Future Shock: “Future shock is a sickness which comes from too much change in too short a time; it’s the feeling that nothing is permanent anymore; it’s the reaction to changes that happen so fast that we can’t absorb them; it‘s the premature arrival of the future.” [siteorigin_widget class="SiteOrigin_Widget_Image_Widget"][/siteorigin_widget][siteorigin_widget class="SiteOrigin_Widget_Image_Widget"][/siteorigin_widget]Regularity This simplifies the decision for the Client and is Business as Usual for the consultancies. This makes restructuring an obvious choice. However, for most large organisations restructuring is also a regular occurrence. Almost 60 percent of the respondents, for example, told us they had experienced a redesign within the past two years, and an additional 25 percent said they experienced a redesign three or more years ago. (Source: McKinsey) Prediction Frequency of ‘restructures’ is increasing due to the accelerating rate of change in the market place which is decreasing the time over which any structural change remains effective. Another way of looking at this is that structural redesign is based on projected…
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By James Bryant, 3 years3 years ago

Behavioural Friction

No free lunch?