« sE = MC² » – Part 1: Introduction
In the 21st century, organisations all over the world – both big and small – need to adapt themselves to the rapidly changing requirements and landscapes of their clients and collaborators. In this regard, a clear methodology comprising of the right mix of different dimensions – virtualised platforms, mobility processes and collaborative methods – is key to achieving success and sustaining it.
Some of the key dimensions include: mobility of workforce, open collaboration, social media adoption, migration to cloud computing environment, as well as handling big data and moving to service oriented architectures. This is the first article in a series describing an all-encompassing methodology that unites these dimensions seamlessly. In subsequent articles it will be described, how to apply the methodology for designing the Strategy + Implementation for 3 types of business scenarios namely;
- Cost optimisation scenario
- Revenue growth scenario
- Innovation scenario
In businesses, the real-life scenario is generally a mix of one or more of the above scenarios. It will be shown with concrete examples, how the methodology itself provides clear guidelines for the right implementation approach to be adopted in each scenario. First, the need for differentiation as a social enterprise, is explained.
21st-century enterprises – the need for differentiation
In this current century and decade, enterprises that stand apart from their traditional competitors differentiate in three key ways:
- Processes vs. Organisations: Enterprises give higher priority to dynamic collaboration processes than to static organisational structures.
- Open collaboration: Enterprises value the existence of external collaborators in their ecosystem and structure their knowledge and strategic data for sharing with adjacent partners in the value-chain.
Note: The above should not be confused with open-source initiatives. Open collaboration models have been successfully adopted by multinational giants in extremely competitive sectors (e.g. the electronic gaming industry).
- Virtualised platforms: Enterprises have put in place a well-defined platform based on a service-oriented architecture that is elastic and scalable for integrating the above functionalities into core businesses, daily operations and future innovations. In addition, the platform and its functionalities should be accessible from any point respective to the organisation – internally or externally.
Overall, the key attribute of differentiation arises from the intrinsic dynamics as opposed to statics. Organisations that envision and take into stride these aspects of dynamism in their internal and external activities develop the necessary agility to adapt to the 3 primary scenarios:
- In the cost optimisation scenario: adapting cost structures to ever-diminishing cost margins in mature markets.
- In the revenue growth scenario: Being the first to identify and tap into new sources of revenue, well ahead of their competitors.
- In the innovation scenario: Maintaining a steady rate of innovation to cater to the clients of tomorrow.
Next page: « sE = MC² » – Part 2 [Methodology]