Everybody is talking about disruption. We’re in an agile economy. It’s easy to imagine we’re at constant risk of being made redundant by something newer and sexier. I’m here to say: stop. You can’t set out to be a disruptor. You can only look for ways to innovative, to challenge the status quo. I’m a strong believer that the more you focus on ‘disruption’ as your outcome, the more likely you are to be the disrupted.
A powerful exercise for any company is to reimagine their strategy as if they were a technology company – imagine being Google, Amazon, Alibaba who define their products and services for an online connected, dynamic, personalised, mobile, intelligent and virtual world.
Working in infrastructure forces you to take a longer-term approach to business. There are lessons for all companies in longer-term strategic thinking.
To effectively engage with digital strategy you need to understand the drivers of digital change, learn the language, find experts you can really trust and engage and invest externally
Strategy is not an exact science. To get it right boards and management need to be open to discussion, challenge and big thinking. These are elements that stretch and shape not just disruptive organisations, but even the most staid businesses. Yet so many ASX boards get their approach to strategy fundamentally wrong.