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Mastering Your Anticipating Skills A Key Ingredient of Efficient Speed and Change Management |
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By Vadim Kotelnikov, Founder, Ten3 BUSINESS e-COACH – Innovation Unlimited, 1000ventures.comt
"The further backward you look, the further ahead you see." – Winston Churchill
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Why Do Need To Anticipate Change? Change represents an opportunity for your business and it must be anticipated and prepared for. Foresight and change anticipation is a hallmark of effective leaders. Technology, radical innovations, new business models, globalization, demography, consumer demands and choices all contribute to making today’s society one of accelerating change. The drivers of change are numerous and complex, and their impact varies from one sector to another. The way change affects your company depends largely on the capacity of key actors to anticipate and prepare for such an eventuality. Existing business models and strategies may be threatened by changing circumstances. Adapting too late or too little can result in disaster for your business. If you wish to avoid a long and painful adaptation process you must improve your capacity to anticipate and prepare for future change at the earliest interval. In today’s rapidly-changing economic climate, your company will have a competitive advantage if you succeed in integrating change into your business strategy effectively. Using foresight and anticipation to envisage possible future scenarios is the first step in preparing for change and managing it successfully. There is big difference between anticipating and guessing. Anticipation means expecting, being aware of something in advance, to regard it as possible. The ability to anticipate is one of the key ingredients of efficient speed and change management. "Being able to anticipate that which is likely to occur in the next few months and the next few years is enough to give you an edge over 99% of the population who simply go along with whatever happens".1
Developing Your Anticipating Skills: Six Steps... Two Techniques for Turbulent Times... "Hutches" Occur to the Prepared of Mind... The Power of Milestone-based Thinking... Partnering with Customers... Case in Point EMCC Supports the Change Anticipation Process...
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Bibliography:
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"It's Not the Big that Eat the Small... It's the Fast that Eat the Slow", Jason Jennings and Laurence Haughton, 2000
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"Knowledge, Groupware, and Internet", Butterworth Heinemann, 2000
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"Results-Based Leadership", Dave Ulrich, Jack Zenger, and Norm Smallwood, 1999
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"Anticipating Change," European Foundation for Improvement of Living and Working Conditions
