Those working in business, steeped in the depths of economics and the logic born by Adam Smith, like to think that we look at the world through more enlightened eyes. We see invisible chains of cause and effect all around us, built on supply and demand.
But there are hidden hands suggested by other fields of study, like the theory of evolution.
If you’ve spent any time around here, you’re bound to know my favorite business book of all time, which we affectionately refer to as “The unofficial manifesto of Switch and Shift:” Give and Take, by Adam Grant.
Yes, it’s that good.
A small number of public utilities are redesigning their business models, seeking to enable consumers to sell back energy by leasing tools and means to generate power. Essentially these companies are choosing to view consumers as co-creators, a vital part of a new and potentially vibrant business. If entrenched companies in a sector where innovation is capital intensive can evolve, then what’s to stop your company from doing the same?
Though early in the progression to the future of business, one thing is already clear: to grow and to survive, senior managers will need a new alchemy for growth. No longer will the “better, faster, cheaper” formula suffice. A myriad of massive disruptions – both inside and outside a company’s domain – are colliding, leaving a radically altered business terrain in their wake. My clients and I have come to think of these disruptions via the acronym of REMITS. This acronym also highlights the need to alter the responsibilities (our “remit”) we as senior managers, leaders, entrepreneurs, community members, investors, and activists use to define what we do daily.
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