Changing your experience changes your business.
Adaptive Business Design enhances organization focus and lets work happen more autonomously—and more profitably.
It’s all about sense and respond over command and control.
This is for leaders struggling with the 21st Century issues of rapid and unpredictable change:
- How to empower people and innovate coherently
- how to decide what to control and what to delegate
- how to maintain authentic customer-centric operations
- how to rapidly re-align organizational capabilities around today’s opportunities and today’s threats
Dealing effectively with these issues requires more than a new set of tools and “best practice” prescriptions.” It requires a fundamental and radical change in how managers think about strategy, structure and governance. We need a leadership model specifically designed to cope with the adaptive challenge: sensing earlier and responding effectively to what is actually happening, rather than what was predicted to happen.
Adaptive Enterprise is based on the book by the same name (Adaptive Enterprise: Creating and Leading Sense-and-Respond Organizations (Stephan Haeckel, Harvard Business School Press, 1999, republished in paper-back in 2016). It is the foundational resource for designing and leading adaptive enterprises. A companion book, Adaptive Enterprise: The Workbook is also available.
Global leaders need a new post-industrial leadership paradigm. Adaptive Enterprise is it.
An organization that does not trust its ability to predict what needs doing can no longer rely on planning, process designs, hierarchies of authority, and command and control. Instead of focusing on operational excellence to efficiently make and sell products and services that customers were predicted to want, an adaptive enterprise must be designed to sense and respond effectively to what is actually happening.
An adaptive management paradigm is a missing element in current attempts to transform businesses into adaptive organizations. Because adaptive behavior is typically unplanned—often ad hoc–it is intrinsically inefficient and therefore persistently undermined by the existing efficiency-centric management paradigm. The metrics and practices fostered by this industrial age model frustrate attempts to empower people, instill a customer orientation, leverage adaptive technologies, and respond to unanticipated change.
Adaptive Enterprise is a robust replacement of the legacy managerial paradigm. It is a fundamentally different framework of purpose, strategy, structure, and governance that systematically leverages adaptive individuals, technologies, and infrastructures to produce and scale adaptive organizational behavior:
• Purpose is defined as
an effect on something or someone external to the organization (rather than an output or internal goal)
Strategy is expressed as
a modular system design of roles and accountabilities (i.e. a
structure for action, rather than a
plan of action).
• Structure is an
architecture of modular roles that shows how they relate and where strategic investments are to be made. (“Structure is strategy” in S&R organizations.)
• Governance is the systematic
propagation and assurance of global
policy constraints to all roles in the organization.
StoryMiners is offering Adaptive Enterprise because when clients want to make changes to the customer experience at the front end of their businesses, the back end has to change as well. Given the fickle nature of changing customer requests, that back end is most valuable if it's adaptive.
StoryMiners may be one of the only consulting design agencies in the world with mastery of both the Adaptive Enterprise and Experience Design disciplines. It's a powerful combination that lets service-oriented organizations do more than they ever thought possible.
