The Ceo's Role In Business Model Reinvention  

Oleh:

Govindarajan, Vijay ; Trimble, Chris

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 89 no. 1-2 (2011), page 108-114.
Topik: Manage the Present; Selectively Forget the Past; and Create the Future; Business Model Reinvention.

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.42 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Consider a few of the great innovation stories of the past decade: Google, Netflix, and Skype. Now ask yourself, why wasn't Google created by Microsoft? Netflix by Blockbuster? Skype by AT&T? Why do established corporations struggle to find the next big thing before new competitors do? The problem is pervasive; the examples are countless. The simple explanation is that many companies become too focused on executing today's business model and forget that business models are perishable. Success today does not guarantee success tomorrow. To assess your company's vulnerability, try this diagnostic: On separate index cards, write down all the important initiatives under way in your organization. Then create three boxes and label them "Box l: Manage the Present," "Box 2: Selectively Forget the Past," and "Box 3: Create the Future." Next, take a few minutes to imagine your industry in five, 10, or even 20 years—as far out as you can reasonably foresee. Consider all the forces of change your industry faces—technology, customer demo¬graphics, regulation, globalization, and so on. With those forces in mind, put your organization's initiatives in the appropriate boxes: those intended to improve today's business performance in box l; those aimed at stopping something—underperforming products and services, obsolete policies and practices, outdated assumptions and mind-sets—in box 2; and those that prepare your organization for the long term in box 3. For companies to endure, they must get the forces of preservation (box 1), destruction (box 2), and creation (box 3) in the right balance. Striking that balance is the CEO's most important task, but most companies overwhelmingly favor box l. Forces of preservation reign supreme. Forces of destruction and creation are overshadowed, outmatched, and out of luck.

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