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Free Download - GROW TOMORROW’S LEADERS TODAY By Alan Hosking |
COMPETITIVE ADVANTAGE
Disruptive technologies, globalisation, international capital flows and unexpected competition – to name but a few more obvious forces – all combine to put pressure on today’s companies. The easiest way to fail is to focus energy on simply trying to improve your current successes. Even doing what you do best might not be enough in a world where similar companies sell similar products to the same customers through similar channels at similar prices. The only lasting competitive advantage – one that cannot be copied easily – is your people, and the culture that attracts and retains the best in your industry.
Unfortunately, in this age, many chief executives remain obstinately operationally focused, and only a tiny handful have made people and corporate culture issues their personal priority. Amazing as it sounds, there are many companies where HR is still not represented at senior EXCO level. These companies are likely to find that they are the first to become casualties, as sweeping changes and increasing competition hit their industries.
THE INNOVATOR’S TRAP
The trap that many innovative companies fall into is simple: they protect the outcomes of their innovative processes, rather than the processes themselves. Imagine an industry with two companies: A and B. Company A surges ahead with an innovation, snatching up market share with a great new product or process. For a few months or even years, Company A has a clear advantage. With such an advantage they don’t need to continue innovating. Instead, they focus their time and resources guarding and perfecting the new product they developed.
Meanwhile, Company B has worked out how to copy Company’s A’s product, and incorporate it into their own offering. Within a few months, Company B has reclaimed its lost market share and is on a par with Company A – and, probably, has not spent the R and D budget Company A required. Because they are a challenger at this point, Company B may even have the momentum to innovate beyond Company A’s current position and take the industry lead. Until they make the same mistake.
The mistake is the innovator’s trap: to guard the outcomes of innovation, rather than to guard the process that produced those outcomes in the first place. These companies have failed to move into new space.
LEADERSHIP CRISIS
All this is frighteningly easy to say, and as I write this I am aware that many will agree with me – so much so, that I guess many will be tempted to stop reading at this point, thinking that what has been said is “obvious” and “simplistic”. Why then do so many companies fail to go from good to great? Why do so many good companies fail? And why is there so little return on innovation in the world?
The answers to these questions are simple: a failure of leaders to be forward thinking! The symptoms of this failure include a lack of emphasis on people and corporate culture, as well as a lack of real innovation, but the root cause is a leadership failure by leaders who are incentivised to only think in the shortterm.
Especially in listed companies, there is a fixation on quarterly results. I have even been to companies where the current share price ticks over in the reception area – a constant reminder that today’s shareholder return is the most important measure of success. While return on shareholder investment is important, it’s one of the most dangerous measurements of a company’s health. In fact, it can be extremely unhealthy, as the temptation is to strip out capacity, cutting into muscle as we “cut out the fat”, and actually destroy the company’s ability to function effectively in the future. And let’s not even mention some of the very common accounting fudges used to maximise this period’s results – with often devastating effects on the future.
Why is this behaviour allowed? Simply because the leaders (and even shareholders) are able to ensure that they are not around in the future, when it all hits the fan. When it becomes obvious that their companies are now prisoners of their past, they are not around anymore.
True leaders seek to be judged by what happens after they have left, not by what happens while they are there. In Jim Collins’ book, this is one of the key distinguishing factors of what he calls “Level 5” leaders: that they focus on building an enduring organisation that lasts beyond their tenure, rather than focusing on their own careers and the company’s success only while they are there.
Executive remuneration is one of the key factors mitigating against the emergence of this type of leadership. How leaders are paid and earn bonuses is often a mystery as companies that have posted serious losses regularly reward their CEOs and senior execs with bonuses in the same year the company loses millions. And companies with great reputations as cost cutters nevertheless give their CEOs outrageous bonuses in the year that staff and line functions have had their budgets stripped bare.
THE GUTS TO LOOK FORWARD NOT BACK
Until companies and their leaders realise that holding onto past successes, getting trapped into shortterm thinking – especially about people capacity and incentivising incorrect behaviour, are all symptoms of looming failure, they are destined to be prisoners of their past. The future awaits those who are bold enough to break free, and brave enough to do today what needs to be done to ensure success, not only for today, but for the future as well.
Dr Graeme Codrington is Chief Treasure Hunter at TomorrowToday.biz. He is a futurist, an international expert on talent and the future of work, and a professional speaker. (www.tomorrowtoday.biz)
Leap into new Space Jump before youre pushed - To learn more about this author, visit Alan Hosking's Website.
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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