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Strategy and Change

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Introduction

Strategy and Change Building an online knowledge network will have long-range impacts on the organization at several levels: ? At the level of human resource management, it will impact job descriptions and incentive structures. ? At the practice level, it will require new training, job evaluation, scheduling, and day-to-day task-management processes. ? And at the cultural level, it may profoundly influence the way the company is organized and branded. Purposeful online conversation affects the company's relationship with the marketplace and with the online public. If the company prepares well, these changes will work to the company's advantage. The risks of taking no action to improve the flow of knowledge and information within the organization and with its customers are becoming too serious to ignore. Change is a constant, but change today is more certain, swift, and unpredictable than ever before. The most direct way for an organization to keep up with external change is to use internal change to its advantage. It must increase its intercommunication by putting out as many feelers as possible to bring a collective view of the constantly shifting situation into the organization. ...read more.

Middle

Leading the Moving Target In both skeet shooting and football passing, the shooter or passer must aim not where the target is but where it is going. Strategy must anticipate where the organization's target goals will be by the time a product gets to market or a project is completed. The trick today, Mr. Malhotra warns, is that the strategy must also anticipate surprise. In skeet shooting and football, the clay pigeon and pass receiver are far more predictable in the timeframes of their seconds-long trajectories than the marketplace is in the timeframe of the business cycle. A clay pigeon travels in a smooth arc. A pass receiver runs an agreed-upon pattern. Only the exceptional skeet shooter or quarterback can compensate for the sudden wind gust or improvised pass pattern. Rigid, top-down strategizing has always assumed fairly predictable futures, but such an approach breaks down when the future is highly speculative. An intensively communicative and flexible organization-like an ant colony-is better able to detect sudden changes and to communicate appropriate adjustments in preparation or reaction. Effective strategy today must account for surprises in both the short and long terms. ...read more.

Conclusion

? Projections by Commerce Net show Internet usage in the United States rising to 75 percent of the population by the year 2005. Those numbers represent a steady increase in the number of Net-literate workers, consumers, and customers, many of whom will be conversing through online channels. Any intelligent business strategy must come to terms with the trend that more people and more of their communications will be moving online. Reference Bloor, Robin. The Electronic B@zaar: From the Silk Road to the eRoad. London: Nicholas Brealey Publishing, 2000. Bloor describes the brave new world in which an economy based on paper-based information is rapidly transforming into one in which the market, money, and its supporting information are all electronic. 2. Boyett, Joseph H., and Boyett, Jimmie T. The Guru Guide to the Knowledge Economy: The Best Ideas for Operating Profitably in a Hyper-Competitive World. New York: John Wiley & Sons, 2001. This is a valuable distillation of the wisdom of 115 successful business titans who describe what it takes to survive and succeed in this new global, knowledge-intensive, increasingly high-tech world. Peter Drucker, Seth Godin, Bill Gates, Alan Greenspan are among those featured. 3. Bressler, Stacey E., and Grantham, Charles E., Sr. Communities of Commerce: Building Internet Business Communities to Accelerate Growth, Minimize Risk, and Increase Customer Loyalty. New York: McGraw- Hill, 2000. ...read more.

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