Disruption Culture

Culture plays a large role in the acceptance and the reaction and support of disruption in the marketplace in the ways that change is recognized and the reaction to the change in both the cultural reaction and the reaction to the change. The culture guides the organization in reaction to change and some organizations have a culture that seeks out change in the marketplace to lead in the reaction to the demands and some cultures ignore the change and try to maintain the status quo. In these times where the velocity of change and disruption is increasing it is important for the organization culture to seek out and embrace change. In these times the culture must also change to embrace change and encourage reaction and change into the organization capabilities to meet the demands.





A disruption culture not only encourages change, it also encourages review of the existing environment to identify process and functionality that can or should be retired. It is important for the organization that the leadership develops the culture to seek out and embrace change because of the need to change in order to succeed. Organizations can no longer wait for someone else to drive the change and wait until the change is generally accepted because before the change is generally accepted the next wave of change is already in cycle. I cannot impress enough the importance of developing the culture of change in the continued viability and success of the organization.





This second point of retiring functionality is just as important as embracing change because without the retirement and elimination of unnecessary functionality the weight of the obsolete functionality will quickly overwhelm. The effort and work arounds required to support the change will delay and potentially stop the ability of the organization to incorporate change. At a very minimum the obsolete functionality will complicate the requirements and efforts to incorporate new change as demanded by the marketplace.





I understand the challenge of change on the market and also on the partners in the market to meet the demands of the change and realize that initially the culture and the focus must be on the change and embracing the change. This, however, is another point of contention and struggle to support the change. Organizations must very quickly focus on the identification and retirement of obsolete functions. The market is never going back and this must be viewed as an opportunity to eliminate functionality that cannot be changed as easily. This elimination of obsolete functionality will allow the organization to put into place a robust framework that allow and encourages change integration to allow the organization to support and react to the market disruption quickly and efficiently.





It is important to understand that the disruption culture has two facets; embrace change and embrace retirement of obsolete functions. This two sided coin view of the organization culture is important to succeed in the growing market disruption. Anything other than this approach will simply delay the inevitable decline to reaching the inability to change and then failure. I do not think this is being over dramatic and this decline will be slow but the speed will be dictated by the rate of change and disruption in the marketplace.