Operational inefficiencies, redundancies and bottlenecks impact productivity. Examine enough product development systems and workflow processes, and it becomes evident why inefficient practices are bad for business. Challenges arise when actions fail to meet demands. Ongoing assessment of organizational infrastructures, practices and decision making reveal that business is not keeping up with the pace of change. Most organizations are overburdened by inefficiencies that affect ability to respond to needs. This equates to lost opportunity.
Organizations with high concentrations of knowledge workers are most susceptible to cost burdens and inefficiencies created by systems we use to run business. As a rule, the greater the number of knowledge workers in an organization, the more an organization will spend on information and technology. Our research indicates that most organizations fail to recognize subtle instances of change that impact productivity. Most systems and practices in use today evolved through ad hoc development and integration efforts. As a result, inherent inefficiencies are built into practices and outdated code. MS Windows is a classic example of this phenomenon. Each time code gets rewritten it must be bound by conditions in older code (must be backwards compatible). This reality creates a huge drain on resources. At some point, technology and information reach a point of diminishing return. The question is how to break this vicious cycle without disrupting flow of business.
Answers lie in fundamentals. For instance, consider the role of geography in commerce. Physical business proximity to markets impacts productivity rates. Location between supply and demand affects workflow complexity, logistics, localization practices and system requirements. Structure, practices and flow of information have a direct impact on ability to process knowledge. Most organizations fail to leverage capabilities effectively to meet demands of business. This is not due to lack of trying. Innovation happens instantaneously - so quickly that it is literally impossible to keep up.
Ability to ebb and flow through the daily challenges of business is based on agility and innovation leadership. Organizations that are agile and take the lead in moving concepts to market have a clear competitive advantage over those who are left behind. Innovation leadership plays a key role in how organizations learn to continually transform themselves to meet new demands. Gaining access to just-in-time activity-based analytics combined with effective use of business logic and method creates opportunity for organizations to respond more effectively to change. Innovation leadership is not conceptual - turning concepts into reality is unique and complex. To master the art of transformation, organizations must be empowered with useful information that can be leveraged quickly to meet demands of changing markets.
Today, there is much buzz about “cloud” computing. Leveraging technological advancements to improve the flow of information is a must for most businesses. Degree to which knowledge workers align, focus, collaborate and learn is contingent on ability, logic and method. Organizations must continually work through geographic, demographic and cultural aspects of business to understand changing needs. To this end, we developed a unique practice designed to build agility and innovation leadership into culture to guide step change.