SEE. CHANGE.

Seeing the necessity of change is not for the nervous.

Creating value from seeing the necessity of change should be the prime directive of enterprises facing change, whether as competitive offense or defense.

WHY

Change can happen quickly, often as an unexpected surprise. Fast change means shorter lifecycles for capital and O&M. Obsolescence is an under-appreciated business risk and opportunity. Prudent management must be continuously resilient, flexible, and agile to achieve sustained adaptation to a fast changing social and economic reality. In today’s complex world, greater emphasis on seeing change should be primal for enterprise Boards and C-suite leadership.

The thing about change . . . First, you’ve got to see change before you can manage change. Our experience is that seeing the necessities of actual change are easily distorted by the continuous flow of information good leaders must manage. The signal-to-noise ratio of new information is, in our view, increasingly noisy. So, is change you see the change you should see?

Second, excellence in change management blends the richness of lived enterprise experience with the value of (verified) information from all external and internal sources. Also, it embraces insights that stand the test of time, such as Ted Levitt’s classic HBR paper on marketing myopia. Levitt’s work illustrates the point by analysing why railroads missed the transportation revolution. They couldn’t see the opportunity beyond moving things on rails.

Third, in today’s world missed opportunities most often reduce to one or another form of dropping the ball on first mover opportunities. Failing to hold off change for too long runs a close second place to errors on first mover opportunities.

WHAT

We help clients see actual, meaningful change — challenges and opportunities. We help plan for execution; and we help execute changes when appropriate. The focus of our work is on preserving investor and enterprise value created and helping create new value.