Pathway to Adaptability
Executive Lean and Eight Steps to the Adaptive Enterprise

American business frequently suffers from bottom-line syndrome, basing technological, and product development on short-term results. While entirely consistent with the incessant drive for more speed, the equally important need to invest for the future often fails to receive the appropriate attention.

It is easy to joke about the Lewis Carroll quote, If you don't know where your're going, any road will get you there. From a strategic perspective, it is a profound statement. It lacks humor, however, when the enterprise suffers from a lack of vision and preparation for the future.

The goal: restructure and build an adaptive enterprise or face the risk of failure in a lightning fast, technologically disruptive workplace.

Complexity theory makes it obvious that American industry must constantly restructure its governance process and financial systems, converting the changing factors of chaos into a new and different order. This is an evolving process based on dynamic situational management, a constant test of the ability to survive, generate profits, and achieve growth.

Businesses must embrace and employ STEM based technologies, coupled with eco-friendly processes, to achieve transformation based on speed and quality. Regulations from the EPA and ACA are additive, changing the risk/opportunity relationship, and affecting investment.

Reacting to dramatic social and economic transformation, private enterprise must address changing realities with adaptive business models. Every enterprise decides, by plan or through default, to wait and see what new model develops, or gain fighting capability to meet any challenge. Although unable to anticipate the external forces of change, enterprises can focus inward and implement programs and processes that allow rapid response to the transient opportunities while minimizing risk.

Adaptive systems are foundational and address the integrated convergence of markets, systems, process, and products. Information systems and lean processes are essential to adaptability, planned by management, and restated in executive terms for application to governance and business systems. The change must start in the boardroom and restructure/align strategies, tactics, and operational activities.

Business needs the ability to refocus core assets to achieve the mission. Governance processes and operational paradigms are the key to adaptability. Achieving adaptability means enabling systems to react with controlled velocity to essential change in business conditions.

The eight-step approach builds on the Lean and Information Systems structure. The steps are:

1. Leadership
2. Purpose Driven Government
3. Business Systems Assessment
4. Direction
5. Build Flexibility
6. Convergence-Integrating the Systems
7. Measure the Results
8. Adaptability and Prediction

To achieve adaptability requires systems integrated into a digital nervous system capable of providing fast and unambiguous information for smart decision-making. Given the decisions, the enterprise must be able to execute with force multiplier effect.

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