Organizations in trouble know “where it hurts.” But when the pain isn’t obvious, organizations need better sensing capabilities to detect their more subtle or hidden transformation needs. They also need a greater ability to act on insight, because changing from a position of strength often requires altering areas of the business that are currently successful, or at least profitable, and the likelihood of internal resistance to this kind of change is much greater.
At the heart of all successful change programs, and especially ahead-of-the-curve transformation, is the ability first to see new realities and necessities, then to form insights and convert them into effective strategies, and finally to catalyze the new strategies-to get others to act on the vision.
So how do accomplished early transformers manage to see both far and wide, capturing more data from the periphery of their vision? They do so by embracing data sources beyond what they get from traditional enterprise systems. They tap frontline employees for ideas, look beyond the walls of their company and industry, and listen intently to the voices of their critics.
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