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Suddenly, we are all in the middle of it. Almost everyone is affected. Still, I don’t know anyone who’s got the disease. But layoffs, homework, people in quarantine, and all the news. It’s just everywhere. Eventually, we will come out of these crises. It is going to hurt and many will grief their close ones. But in some way, we will come out.
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Most pundits agree that our world will be different. No one knows to what extent, but for sure it will be different. Whatever happens to our economies, lifestyles, or needs, the uncertainty is higher than ever before. The question is, what will make the growth wheels spin again.
While many of us are occupied in the current situation, trying to live our lives and also save lives, some need to start planning for the future. Leaders of companies and other organizations cannot wait to point out the way forward. We need to get going. We have an economy to save!.
I'm sure leaders, all over the world, are struggling with their future. What will attract customers? Which new market behaviors will we see? How long will the downturn last? What margins are feasible? What will make my company survive?
My prediction is that the need for Business agility will even higher after the pandemic. Markets have inevitably changed and many products will not sell. Product Management needs to be innovative solutions. Great products have always been the underlying reason for the success Some times the luck and many times research and innovation Product Management will be the key. Yes, it was important before as well. But, now the pressure to be able to quickly deliver what customers will buy is much stronger.
The chance of success through cost-saving and production optimization is getting lower. Company leaders need to focus more on building the capability to innovate new products and interact with the market to validate what is flying or not.
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They must build a flow-based and modularized organization that can act swiftly on market reactions. The time is over when Agile and Lean have been thought of just as an IT-team endeavor. Without upper management engagement, we have observed that for most "traditional" organizations it is a very long Journey
I'm sure leaders, all over the world, are struggling with their portfolios. What could possibly attract customers? Which new market behaviors will we see? How long will the downturn last? What margins are feasible? What will make my company survive?
The time is over when the best way to organize was in functional silos with local responsibility and performance metrics. Whether you are promoting silos or not, your business is operating in valve streams. That is all strategic steps needed from start until some kind of client or user value appears.
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It is not possible to have all the layers, streamlining organization charts and avoid silos and layers that only add administration or control
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My prediction is that the need for Business agility will even higher after the pandemic. Markets have inevitably changed and many products will not sell. Product Management needs to be innovative solutions. Great products have always been the underlying reason for the success Some times the luck and many times research and innovation The chance of success through cost-saving and production optimization is getting lower. Company leaders need to focus more on building the capability to innovate new products and interact with the market to validate what is flying or not.