I’ve just read Graham Christie’s article “Are you sleepwalking into the death zone?”.  It’s an excellent piece of thought leadership, of Titanic significance.  He stresses the importance of staying alert for signals of disruption potential, and theorises that at different stages of a disruption arc the emphasis on how to focus efforts can manifest as a sequence of crossroads.  It’s a great perspective.

In a similar vein, Braden Kelley has spoken at length about the relationship between customer expectation and innovation.  He supposes for good reason that they are intertwined, each propelling the other up an incline, and on occasion surging so fast and far it leaves organisations scrambling to remain competitive as their market share plummets.

It’s a tumultuous and yet opportune time for industry and business.  Those that are positioned to ride the wave will not only survive, they’ll thrive in a war of attrition with competitors that can’t or don’t recalibrate to meet evolving consumer demands.  It’s a difficult strategic challenge, a business threat that has a force majeure feel to it.  So how does an organisation account for an unknown, unprecedented and unfathomable risk?

Well, there isn’t a simple answer - it varies.  However there are clear foundational teachings that can work to foster innovation inside of any organisation such as; CX, developing technology literacy, cultivating a knowledge sharing culture, data monetisation strategies, etc.  Beyond those it’s a matter of identifying the components of your business model that are most at risk of disruption, and fostering Intrapreneurship.

For innovators, understanding the Job is to understand what customers care most about in that moment of trying to make progress.  Clayton Christensen

Here at Rush, we’re working everyday with our customers and partners to help shape strategic innovation priorities and infusing innovation thinking within the organisations that we work with.  We live for the “Rush” of producing the ripple effects of micro-disruption.