Quotes About Adaptation

Todo parece nuevo si uno ignora la historia. Muchos de los métodos que marchan bajo el estandarte del "cambio" han sido utilizados en el pasado ligeramente modificados.

The first step in change is usually discomfort!

A lot of times we change, not when we see the light, but when we feel the heat.

Walt loved technology. He didn't understand it half the time, but the beauty of good technology was that he didn't have to understand it. Just use it.

hypercompetition" to characterize markets in which a firm's competitive advantage would be quickly competed away.8

Without the assumption that an advantage will be long-lived, the urgency of an organization to move quickly increases.

Consistent, ongoing innovation and extraordinary closeness to customers is the only possible response.

Business model innovation was every bit as important as R&D or product innovation.17

custom engineering" unit, which basically keeps capabilities on the shelf but which can reinvigorate them when they seem relevant once more to a customer's problem or retire them when the customer no longer needs support.

The goal is to convert assumptions to knowledge as quickly and cheaply as possible.

career risk that often leads managers to cling to eroding businesses long after they should have moved on.

Despite its efforts to modernize its plants and make them competitive, one sees a gradual withdrawal from those arenas

don't always get it right—in fact, if my ideas about temporary advantage and learning from failure apply, it's almost impossible for a company to call it correctly every time.

Two contradictory activities. From a company point of view, it makes perfect sense.

The necessary resources are assembled to tackle a specific task or problem, and when the work is done the organization, such as it is, is disassembled and moves on to the next task.

When competitive advantages don't last, or last for a much shorter time than they used to, the strategy playbook needs to change. Leaders

Deconstructing reward systems, processes, legacy programs, structures, networks, and other elements used to deliver to an old advantage is not going to happen by accident and calls for real leadership.

Although dynamism and rapid change are all around us, people are not very effective when facing extreme uncertainty—it tends to be paralyzing.

change how you run the assets that deliver expensive nonnegotiable attributes.

limit the downside cultural and business risks.

bewildering patchwork of technologies that are inefficient, hard to change, and rigid.

Think about it: the presumption of stability creates all the wrong reflexes. It allows for inertia and power to build up along

stretch, instability, and multidimensionality are crucial to keep a company from getting stuck.

What happened? A long track record of relatively stable success caused the ambition to hungrily search for new opportunities to atrophy.