According to ‘Time for a new consensus’, subtitled ‘Fostering
Australia's comparative advantages’- an essay by Jonathan West and
Tom Bentley, published by the Griffith Review, December 2017 common
themes facing many industries and organisations are:
*
market disruption, laying waste our existing operating assumptions
*
developing dynamic capabilities, enabling greater flexibility and
agility in responding to market / environmental changes, whether they
represent disruptive forces or new opportunities
And yet, with the world around us changing so dramatically, why is
it that the organisational practices and capabilities increasingly
fail to meet these changing demands? For success in the future,
organisations need to be clear and develop their unique competitive
advantage. Absolutely! And, they need to attend to capabilities
critical to enable them to change their business model and operating
models. We are seeing this particularly in the disability sector as
it transitions into NDIS proper.
Organisations need to ask themselves:
· Are we cultivating the capabilities our
enterprise needs for the future?
· How do we know what capabilities we will need?
· How do we choose which capabilities to develop or
strengthen sooner rather than later?
Join us as we explore these ‘critical’ capabilities through a
different lens to traditional management consultants. We will
discuss our experience in assisting organisations to assess and
develop capability through a number of different dimensions, including
culture, process, practice, systems, assets and other resources.
We will explore:
· What do we need to do to successfully cultivate a
capability?
· How do we choose which capabilities to develop?
· How does this link to brain savvy thinking and
approaches?
culture
business
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17/08/2018 Last update