A successful company in 2013 cannot use the same strategic formula that we used in 1997, or 2004 for that matter. Outside forces, new technologies, and probably more importantly, consumers’ acceptance of innovative technologies have forced companies to be more receptive to change . . . and even, in some circumstances, lead the process of being agile embedded within their business strategies.
In a combined white paper, Walter Popper, Brad Power, and Steve Stanton wrote:
Rational managers for the past thirty years have tightly focused on efficiency, cost cutting, and day-to-day execution – perhaps to a fault. With increasing industry disruption, efficiency is fast becoming of secondary importance to innovation and agility. Many large organizations have too little capacity for external sensing, strategic reflection, and business transformation.
For Harvard Business Review, the authors go on to say that companies must stay on top of external forces or be trampled by these threats:
The pace of change and disruption in today’s marketplaces will only increase. Organizations that focus only on their surface systems, no matter how well they operate and how low they drive their costs, will miss the threats to their long-term survival. No company is immune; no market niche is safe.