Nowadays, organizations are doing much to cope with the uncertainties and volatility. That means they face changes frequently and during their daily routine.
Companies are trying to improve their forecasting and increase their agility. But these tactics have limitations. Forecasts quickly become obsolete, and perfect flexibility is costly to achieve -- if not impossible.
What can the companies do to improve their reactions?
It is suggested that organisations should complement their efforts with "strategic" options that serve as a hedge against uncertainties (i.e. change). These include temporary organisations, exploratory acquisitions, and disposable or modular factories.
In the midst of the course of implementation, there will be many challenges. For example, persuading employees that the long term benefit of the options outweigh their high short term cost. Moreover, Building skills -- for instance, in acquiring and integrating acquisitions. Lastly, the changing of forecasting culture and focusing more on understanding risks.It requires a cultural change, from time to time, to effect the changes done. And we need to refreeze after any change anyway.
Reading the argument here is well set up and makes perfect sense. The question is how to realise the theoretical benefits in the change process. It said much about "What should we do". However, the main question manager wants to tackle now is "How can we do that, do those..."
Any pragmatic suggestions or ideas?
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