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Three Meaningful Strategies for Managing Rapid Change

Source : | By David A. Bray

The last decade has shown that global, social, and marketplace shifts triggered by advances in technology and digital data — are rapidly transforming the nature of work and how existing organizations in both the private and public sector can best adapt to global change.

This explains the popularity of startups, which unlike existing organizations, lack legacy processes or technologies. Startup founders can reimagine a new way of doing business without the burden of how things “used to work” in their organization. Yet even startups today will accumulate similar legacy burdens. In the next three to four years how they previously worked when they started will no longer fit with the latest disruptive technology landscape, changing marketplace, and public demand.

So how can both established and relatively new organizations find new ways to be nimble and adaptive? How can organizations avoid the trap of becoming saddled with legacy processes, legacy technologies, or legacy ways of thinking?

Three Adaptations to Avoid

There are three quick — yet ultimately superficial — adaptations that organizations confronting rapid change often find tempting, but should avoid. These apply to organizational change in general, and more specifically to organizations attempting digital transformations.

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