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  • صورة الكاتبLokesh Joshi

أداة تقييم التأهب للاضطراب


نود دعوتك للمشاركة في استطلاع لتقييم مدى استعدادك للتعطيل. يمكن أن تحدث الاضطرابات بشكل غير متوقع ولها تأثير كبير على الأفراد والمنظمات على حد سواء. من خلال إكمال هذا الاستطلاع ، ستساعدنا على فهم أفضل لمستوى استعداد الأفراد والمؤسسات للاضطرابات المحتملة وتمكيننا من تطوير استراتيجيات لتقليل تأثير مثل هذه الأحداث.


تُعد مشاركتك أمرًا بالغ الأهمية في تمكيننا من جمع بيانات شاملة من شأنها أن تساعدنا في اتخاذ قرارات مستنيرة حول أفضل السبل للاستعداد للاضطرابات. الاستطلاع واضح ومباشر وسيستغرق بضع دقائق فقط لإكماله. كن مطمئنًا أنه سيتم التعامل مع ردودك بمنتهى السرية ولن يتم استخدامها إلا لأغراض البحث.


Discovering human capabilities towards innovation

  • Depending on Customer behaviour can play a big role

  • Develop leadership principles to build human capabilities

  • Develop interactive CFT with external experts

  • Shifting mindsets towards new technology


New Technological Adoption

  • Prepare strategy for future technology

  • Combinations of present & future technologies will help

  • Reinforce the dominance in the market

  • Technology isn’t the greatest disruption driver


New opportunity diversification

  • Opting some defensive measures

  • Challenge the management to revisit their strategies

  • Use wait-and-see approach of the industry

  • Don't forget the older generation


Diverge today's threat to future opportunity

  • Look outside the traditional enterprise walls

  • Focus on developing innovative culture and leadership

  • Focus on refinement of the current technology

  • Technologies are not affordable


Embrace the change and accept failure

  • Use traditional ways of competing

  • Create a new role to focus exclusively on disruption

  • Review the complete industry analysis

  • Learn from the failure and restart


Focus on solution rather reaction

  • Working towards being leaders in a fresh market

  • Developing ecosystems

  • Focus on maintaining business continuity

  • Focus on the current strategy


Multiple concepts development & their quick evaluation

  • Innovation is inherently risky

  • Leads to struggle in determining which ideas to support

  • Make a bold move to develop a new core business

  • Focus on prototype & testing


Create deliberate innovation strategy

  • Create & develop external resources

  • Create boundary & conditions for the opportunity

  • Study the past behaviour of the market

  • Set a clear Goals of the company


Industrial incumbents to create new businesses

  • Have courage to decide what not to do & what not to fund

  • Ambiguity to enable the strategic pivots

  • Adapting the core to meet shifting customer needs

  • Confident in the current strategy


Yield on current investment

  • Invest in new forms of education and infrastructure

  • Spot emerging changes in customer behaviour

  • Follow the trends

  • Set in motion other project for regular profits


Risk Consideration for future

  • Partnership & M&A can reduce risk

  • Separate traditional business from newly emerging business

  • Carefully scrutinised strategic analyses

  • No risk involvement in current business


Value innovation for stakeholders

  • Develop team around a promising concept

  • Re-evaluate the innovation

  • Opportunity to displace big companies

  • Implementing safety measures against innovation


Monitoring critical uncertainties

  • Net effect has been on total market growth

  • Test new businesses for progress and learning

  • Changes to sales models and price

  • Introduces gradual improvements in existing product


Transformation through business model innovation

  • Use low cost for upending established business models

  • Building the foundation for post crisis growth

  • Outside experts can give you a new angle

  • Improving the existing model


Long term strategy for sustainability

  • Making better products that can be sold for profits

  • Only regulatory changes are driver of disruption

  • Revision on mission & vision of the company

  • Adapt to new market realities



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