Herd-like Behavior Breaks Banks, Not Tech

Joerg Schreiner


In a spectacular display of herd-like behavior, the banking sector is rushing into a technological arms race, with the exception of one remarkable company. Unlike others, this bank does not believe that closing technological gaps or possessing superior technology will give them the necessary competitive edge to survive in an increasingly digital world. It learned one lesson more than their peers from the example of tech-driven digital disruptors like AirBnB, Uber, Amazon and Apple. What most other banks learned is that digital technology can raise their efficiency, and contribute to defend against future threats.

Tech sure is important for the future of banks, but it might not be the most important factor deciding about survival in the long term. The real threat for banks would be to loose their dominant position as intermediary of financial transactions. Judging by their actions, the majority of banks are either unaware of this threat, or they have no clear idea how to deal with it. So they play it safe, or at least they think so. If other banks invest into technological capabilities, then they do, too. Playing the game in the same way at least keeps them in the game. Each nervously eyeing their peers, and imitating each others moves, they focus on an age-old survival strategy: In a herd, the strongest ones can save themselves, while the weakest ones are most likely to fall prey to predators.

Becoming the strongest among peers seems the best bet for survival. In the case of banking, it is not. If banks can not defend their strategic position as intermediary of financial transactions, then they all will disappear sooner or later.

Think Like a Predator, Not Like Prey

Except for banks like Monzo, who know how to make themselves irreplaceable. London-based bank Monzo focuses on creating new value propositions for customers. And judging by their numbers, quite successfully. In march 2016, Monzo’s crowdfunding campaign raised one million pounds in record-breaking 96 seconds. One year later, their next campaign raised another 2.5 million pounds from loyal followers. VC investors start lining up with money bags, similar to ten thousands of Monzo’s clients to get a piece of the company: A prepaid debit card, coupled with a smartphone app. Wait a minute; clients queuing up for old-fashioned technology like this? It appears to be ludicrous. Other banks and fintechs have been aggressively marketing similar, more feature-packing mobile apps and multi-channel services for more than five years. Yet within merely 1.5 years, Monzo has succeeded to grow a significantly larger fan base than comparable fintechs: More than 400.000 clients.

Monzo knows how to create customers. They focus on solving their problems. Customers don’t need shiny, elaborately complex technological products if these don’t solve any of their problems. For example, what kind of customer problem do all the banking-led blockchain start-ups solve? Or self-service portals that place the main burden of interaction on their users? In short: None. Monzo, on the other hand, continues to grow because they make dealing with financial aspects of life much easier for their clients. And that is how they defend their position as intermediary for financial transactions: Their clients want Monzo to be in this role.

For example, many of Monzo’s current clients are young adults with limited financial budgets. For them, maintaining control of their spendings is a real issue. Delays of several days until purchases appear in their bank account statements make them nervous. They need fast confirmation that their account still is balanced, before daring to continue their shopping spree. Monzo’s card is widely popular for these young adults because it gives them immediate financial control about their budgets: The smartphone app registers and shows every transaction done through the Monzo card within minutes, together with the current balance. In addition, the app automatically categorizes purchases and allows users to put monthly limits on each category, thereby warning users from overspending for non-essentials, e.g. drinks or shopping.

Customer Journeys Start in Life, Not in Business

For most banks, customer journeys usually start when their clients want to transfer money. For Monzo, they already start when their clients’ needs are likely to involve financial transactions. And aren’t there a lot of financial transactions in our lives? How about playing intermediary for most or even all of them? This is the opportunity that I see Monzo preparing to grab. It explains how the company might be able to obtain one billion customers five years from now — you read correctly; one billion, not one million! — as recently claimed by their CEO Tom Blomfield. Debit cards are  just Monzo’s entry point into a much larger market. Much larger than traditional banking.

Monzo already announced how they aim to incorporate their app into many more customer journeys. For example, they want to offer services to switch their clients to less costly providers of gas or electricity automatically, thereby reducing monthly bills. Similarly, they plan smart software to auto-switch their clients’ saving accounts to providers offering higher interest rates. Open banking regulations like PSD2 make it possible to easily integrate services from many other industries into financial customer journeys. Monzo’s CEO even talked about making their clients aware of the best deals for shopping grocery. I imagine the list of announcements could easily extend to the integration of services from insurance or mobility providers. From the perspective of these industries, it would mean that Monzo would become the new go-to platform to easily acquire new customers. It would turn Monzo from a bank to a business intermediary for many types of professional services.

Dumb Use of Smart Technology Won’t Save You

The banking sector is one, but by far not the only industry that has fallen into a common trap of digital technology. Obsession with much-hyped, technologically challenging end products is currently blinding entire industries to the more immediate strategic threats and opportunities in the digital age: To smartly and swiftly combine proven technology with new services into irresistible value for customers.


Discover how to set up your own business operations for new thinking and innovation across markets.
Learn the secrets of FUTURE LEGENDS – Business in Hyper-Dynamic Markets, praised by business leaders:

This must-read equips leaders with game-changing knowledge and conceptual approaches for the future of business.” 

“The book does not just add to the number of publications arguing businesses must become radically more adaptable and innovative than they are today. It is also a “how to” guidebook on making those changes – and the best one I have read to date.“

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Amazon Operates Like Genghis Khan’s Armies

Joerg Schreiner


Amazon today dominates markets like Genghis Khan’s armies dominated battlefields some 800 years ago. Back then, Mongolian troops could shock and awe their enemies like nothing else. Today, similar feelings creep up spines of business owners when they hear how Amazon buys Whole Foods, or how General Electric bows to the lure of Amazon Web Services.

The eerie feelings have the same origin: Like the Khan’s armies, Amazon displays speed, flexibility and coordination of their forces on a much higher level of performance than anyone else can dream of achieving. Studying Amazon, I realized that the similarities with the Khan’s troops go even deeper than that. At the heart of both organizations lie operations that excel at dealing with opportunity.

Quickly act on opportunities

The Khan’s army was organized and trained for interoperability and independency at all levels, starting from units of 10 men all the way up to 10.000 men. Acting mostly independently, but always in close alignment with adjacent units, commanders could deploy multiple units of varying size and specialization to act on the tactical as well as the strategic level with force, speed and purpose. Similarly, Amazon can very quickly pull together resources and start new business operations. Its broad presence in many markets, and its wide array of business and technological capabilities facilitates acting on many different opportunities. More importantly, and similar to the Khan’s army, Amazon pushes decision-making down its chain of command, expecting local leaders to take entrepreneurial risks with full profit-loss accountability.

Quickly adapt and reconfigure operations

The Khan’s riding archers were masters in mobile warfare, fluidly adjusting to new circumstances, emerging threats and opportunities. Being only lightly armored, they would never attack a target head-on, but surprise enemies with speed and maneuverability far above the enemies capability to effectively react. Similarly, Amazon’s speed and diversity of operations allows it to repeatedly surprise markets with the quick launch of businesses in new markets. Relying on software to connect their independently operating professional services, Amazon can easily combine the necessary capabilities for any business operation. Additionally, it can quickly scale operations up and also down, mitigating risks that are usually associated with underperforming operations.

Quickly become aware of new opportunities

The Khan had a courier communication and espionage network delivering military and trade intelligence that few foreign kings could even imagine at the time. Army commanders were given broad freedom how to carry out their missions, trusting their local judgment of situations and the intelligence provided from their own scouting operations. Similarly, Amazon uses its deep knowledge of consumer behavior, its vast array of connected operations across many markets, and the judgment of their customer-facing business units to spot new opportunities. Paying no heed to hierarchies and existing structures, Amazon expects every employee to point out inefficiencies, issues reported by customers and ideas for new business. Using its flexibility and presence across markets, Amazon can quickly start probing market reactions before committing significant resources to a promising business idea.

In case of the Khan’s armies, their overall agility made them dominate battlefields of the 13th century. Will history repeat itself, making Amazon’s agile business operations dominate markets in this century? Analyzing Amazon’s strengths and their disruptive ventures into established markets is the best advice I can currently give to business leaders. They need to learn to think and act like Amazon to survive and profit in highly dynamic markets brought along by digitalization.


Discover how to set up your own business operations for agility and innovation across markets.
Learn the secrets of FUTURE LEGENDS – Business in Hyper-Dynamic Markets, praised by business leaders:

This must-read equips leaders with game-changing knowledge and conceptual approaches for the future of business.” 

“The book does not just add to the number of publications arguing businesses must become radically more adaptable and innovative than they are today. It is also a “how to” guidebook on making those changes – and the best one I have read to date.“



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Corporate Incubators: The Good, The Bad and The Ugly

Joerg Schreiner


Innovate! Innovate! Innovate! This mantra of Silicon Valley is fast becoming the new rally cry of corporate executives. Each new wave of digitalization speeds up business cycles and opens new opportunities, bringing in new competitors and hordes of startups that individually or as a pack rip out juicy pieces of long-defended business models. When profit margins are already low, this can fast turn into an existential threat for the incumbents. Innovation strategies are a good course of action to again secure higher margins, but today, innovation needs to happen much faster than corporate structures are able to deliver them.

In increasingly desperate attempts to keep up in the innovation race against digital giants like Amazon or Alibaba, corporations therefore try to innovate outside the confines of corporate structures and procedures. Investments in startups, digital labs and innovation incubators are the new pet projects of corporate executives.

This trend now has continued for some years, and we have participated in these corporate innovation efforts ourselves. We also closely observed similar initiatives, and spoke with many incubation teams during all phases of their innovation lifecycle. It’s time to take a look at the bottom line: How effective are corporate incubators in delivering innovation that is valuable for their sponsors?

The Good

Corporate incubators are good at attracting innovators and creative people. Outside of the sponsoring corporation, they can easily develop a culture that fosters ideas and experimentation. The extent to which they can deliver valuable innovations depends on the support, mentoring and freedom they receive through their corporate sponsors. In the best case, incubation teams are able to come up with innovative ideas that fit to existing business capabilities and business models of their sponsoring corporation. This type of innovation can easily be transferred from the incubator to the corporation. The corporation can then use its existing structures and large resources to rapidly exploit the new business opportunities at scale. We have so far observed only very few cases where this worked well, one of them being kloeckner.i.

The Bad

The chance of successfully transferring an innovative business opportunity from an incubation team to their sponsoring corporation is really slim. Corporations massively underestimate the necessary preparation efforts on their own side: They need to closely supervise startups to ensure that innovations later fit to corporate structures, business capabilities and procedures. And they need to prepare structures, adapt existing and possibly build up new business capabilities inside their corporation to rapidly support and scale innovative business opportunities. We rarely saw this happening. In most cases, the incubation teams delivered innovations that turned out to be incompatible with the sponsoring corporation. Value streams, customer experiences and business capabilities developed in incubation teams could simply not be sufficiently replicated inside the sponsoring corporation. Collaboration between the incubation teams and the corporation is a prerequisite for successful transfer and scaling of their innovations. This collaboration is hard to achieve, when the biggest barrier is exactly the main factor that sets incubation teams apart from corporations: Their culture of innovation. They need to do things differently, and in the process alienate themselves from their supposed co-workers in corporations. It is a systemic risk associated with all corporate incubation efforts and the main reason for weak results.

The Ugly

Weak results lead to frustration on all sides. Employees toiling in the corporation envy colleagues working in incubators for their freedom, high-level attention and support. Their managers have to deal with this frustration. On top of that, exotic requests of the incubation teams distract them from their real business, making their job more difficult. On the other side, incubation teams realize time and again how great ideas and valuable business opportunities slowly die in the sponsoring corporation. Corporate managers slice and dice them until nothing is left. The frustration of the innovators can become so big that they leave the company. We have seen it happening in dozens of cases. Highly motivated, highly educated, skilled and creative employees leaving companies because these were structurally unable to live up to the innovative aspirations that they inspired in their work force. The brain drain associated with this exodus of creativity is bad enough. Far worse is the unspoken message associated with each such departure. It is simple, and instantly understood by all employees: DON’T DO INNOVATION. At this point, corporate incubators achieve the opposite of their intent. They weaken the innovative strength of a corporation.

To put it in a nutshell: The success of corporate incubators does not depend so much on their own performance, but much more on the efforts of their sponsoring companies to prepare themselves for innovation. Key is a culture that embraces new ways of doing business, and leadership that carefully directs employees to adapt.

Find case studies, good practices and breakthrough concepts for this challenge in the book
FUTURE LEGENDS – Business in Hyper-Dynamic Markets.



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Back to Day One

Janka Krings-Klebe


After one year of exciting and challenging work, Laurence is happy: He just got praise from a customer who his company was unable to acquire for years. Now Laurence feels like he is back in the early days of the company, where flexibility was the norm. A time when it was not bogged down by processes and bureaucracy that slowly engulfed the company since then, while driving flexibility, innovation and customer-orientation out. For years, his company had been getting stuck in dangerous routines, disconnecting it from market needs. Laurence and others felt that this puts the company’s future at risk. It had to acquire new fields of business, with customers that were different. Business in general was becoming more and more volatile, with increasing competition on international level. The company had to change, but previous attempts all had failed. Laurence had feared that the company was unable to change its ways, making it impossible for Laurence to win new customers. What changed in the company, that made this last attempt successful?

This time, the company focused on the customer experience. All operations had to contribute to this effort. The company started with reorganizing the front-end to get closer to the customers. Therefore, a new organizational structure called „Product teams“ was built. These teams were equipped with profit and loss responsibility to enable fast decisions on customer needs. Earlier, due to unclear and complicated decision paths, customers often had to wait. At this point, Laurence turned from a engineer into an entrepreneur. As a member of a product team, Laurence had full authority to act on business opportunities and customer requirements. When a new business opportunity came along, Laurence and his team could now turn this opportunity into a successful business. Therefore, the team had to redesign the value-stream, using as much synergies and strengths inside their company, for example using local presence and global distribution.

Inevitably, these changes to the established processes required many changes in the back-end. Front-end teams and back-end-teams had to develop new collaboration routines. The changes cascaded back into a wide range of cross functional departments. This was the make-or-break point for the product teams. Would the company’s legacy business system insist on established processes and force the product teams back into old behavior? Fortunately, the leadership team supported the new setup. Processes were adapted to the needs of the product teams. Over time, many processes between front-end and back-end were examined and changed, tearing down silos and bringing back the flexibility from the company’s early days. For Laurence, this opened the path to success.

As advisors, we observed and coached leaders in this industrial case study. The case demonstrates how to bring a company back to what Jeff Bezos calls Day 1: Clearly focus on seamless collaboration in value streams to achieve business value for the customer. Remove everything that stands in the way of this strategy. It will be necessary to tear down walls, barriers to change, and comfort zones, adjust behavioral norms, and cope with all kinds of open and hidden resistance. Top leadership needs to provide air cover to bring along the required changes into the back-end. Only top leadership is powerful enough to protect and guide those who implement the necessary changes. Guiding these efforts requires top leadership to make the needs of the customer-facing front-end a priority in their own daily routines. Are leaders in your business ready?


How to do this? We explore breakthrough concepts for this challenge in our book
FUTURE LEGENDS – Business in Hyper-Dynamic Markets.




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GPDF17 – A Lifetime Opportunity for Entrepreneurs

Joachim Heinz


This is our contribution to the Global Peter Drucker Form (GPDF). This years conference discussion focuses on inclusive prosperity. In our blog post, we outline nothing less than a possible approach to globally foster entrepreneurship and help to decrease income disparities.

What did Jeff Bezos do in 2002 to turn Amazon into the business ecosystem that it is today? He discovered how to scale his operations very fast, across multiple markets, and how to follow up on business opportunities and customer needs across industries with blinding speed. Today, companies worldwide scramble to copy Amazons explosive growth and diversified business.

In the following, we will outline how to do it, and do it in such a way that it leads to broader prosperity and innovation for society: A lifetime opportunity for entrepreneurs

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Infinitely Scale Your Business

Joerg Schreiner


Have you ever wondered how some companies succeed in growing new lines of business like magic? One of the latest examples is Amazon’s hot new natural language interaction business, known as Alexa. Alexa let’s users not only shop online, but also lets them automate many other things. Alexa skills, the catalogue of automated interactions, grew from 7000 skills in January 2017 to over 15.000 in June 2017. Going from a successful local test with one skill to full-blown nation-, soon worldwide operations in just a few months is an impressive feat. Doing it with thousands more at the same time is outstanding. Of course, global companies like Amazon already have lots of resources available from existing lines of business. So in theory, they only need to organize support for the new line of business in these existing structures, right? Isn’t this easy?

As a matter of fact, it’s not. Structures in most businesses are there for a single purpose: to support and protect exactly the existing line of business. Over time, this structure is optimized more and more, resulting in being hardwired to the dedicated business case. Re-organizing even a small part of such structures to support a new line of business is difficult and time-consuming. It can not be done without bringing in additional resources dedicated to the new business. The amount of required resources greatly depends on the intended operational scale of the new business. While a local business can be operated with a small staff, worldwide operations require hundreds and thousands of employees. Right-sizing new operations is best done while slowly expanding the business. This way, it is possible to achieve a profitable balance between the amount of resources required to satisfy growing market demand. Jumping into global operations very fast requires an explosive build-up of resources, significantly increasing the risk of wrong-sizing operations.

Some years ago, this logic applied also to Amazon. But then, Amazons CEO Jeff Bezos decided to turn his whole company into a fully digitally enabled business; one that could scale business operations and easily connect them with each other without adding much resources. What he did in 2002 was unprecedented, as disclosed by a former employee (1). He ordered his whole company, every single unit within it, to operate as a business service. Plus, every business service had to develop standards for digital communication to offer and deliver value-add in the Amazon service ecosystem. Plus, all other ways of communication and transaction management between business units had to be shut down. It sounded crazy at the time.

15 years later, businesses around the world feel the impact of this decision. Amazon now is an ecosystem of businesses held together by a super-fast, super-efficient digitally connected framework of standardized, yet autonomous services. This framework can run billions of transactions in a completely automated fashion. It can easily integrate and connect value streams inside its ecosystem. Businesses inside the ecosystem can quickly and without much additional resources share their capabilities to test any promising new business opportunity. It doesn’t matter if their digital service interfaces process one request per hour or millions. They don’t need to care much about managing the scale of new operations. Many activities that were formerly required to manage the growth of operations are completely unnecessary in their world. With limited resources, they can scale business operations infinitely.

This characteristic is one of the many benefits of business platforms. Jeff Bezos was very early to understand the power of digital platforms for business. As a pioneer in this field, it took Amazon many years to figure this out. In today’s world of business, platforms are emerging everywhere. But few businesses are going all in like Amazon – transforming the whole company into an ecosystem of business services. The ones who do it will be richly rewarded.

We expect them to become future legends in their field, as described in our book FUTURE LEGENDS – Business in Hyper-Dynamic Markets.





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The Future of Businesses – Marketplaces of Shared Capabilities

Janka Krings-Klebe


Some days ago, we read about Amazon’s latest acquisition, Whole Foods Market, an organic grocery chain. From the perspective of established business, a cross-industry acquisition like this is unexpected and seems somehow strange. From the perspective of Amazon’s goal, becoming “the marketplace for everything”, this acquisition was a logical step. Amazon aims to provide everything that makes life more convenient. This includes services of any kind. Amazon therefore does not limit its business operations on a single industry or market. It aims to cross-connect all services and markets into their business ecosystem. This different strategic perspective makes it easy to think outside of established markets. Then, cross-over innovation becomes the new normal in business operations.

Let’s step back for a moment and look at the fundamental changes brought along by digital markets. Of course, markets have always changed. Today this seems to happen with a global reach at an unprecedented pace and driven by new technology and connectivity. This change perpetually creates new types of business opportunities across domains and industries, with increasing speed and decreasing investment costs. All markets will have to deal with this dynamic sooner or later. We therefore call it the age of hyper-dynamic markets. In these markets, businesses need to look beyond their usual search patterns to find profitable opportunities, they need to do it at scale, and much faster to compete successfully. In addition, the time to profit from a new business opportunity becomes increasingly short: The time frame to identify the opportunity ahead of competitors, the time to “rally the troops”, i.e. to pull together resources and build a business operation dedicated to the new opportunity, and the time to earn money from it might also be much shorter than businesses are used to. Businesses today try very hard to improve innovation and become faster and more flexible in their operations in order to overcome these problems.

But very few get down to the fundamentals of what is really holding them back: They still rely on organizational structures that were built for repetition and stability, and not for cross-over innovation. These structures are not competitive enough when long-term success depends on the ability to pivot a business very fast towards more promising opportunities. Amazon and Chinese company Haier, the world’s leading brand of household appliances, impressively and repeatedly demonstrate this ability. Their success can not only be attributed to strong and visionary leadership, or their high-performance culture. There is something more, that makes these companies so incredible fast, flexible, and able to perform very well across a wide field of vastly different business operations.

It is an organizational structure based on principles of entrepreneurial autonomy and reusable services, largely aligned through digital interfaces. Amazon and Haier work like digital marketplaces of business services for entrepreneurs. Business operations can quickly be set up by combining a customized front-end operation with standardized back-end services. These back-end-services are readily available for any kind of business operation. They offer a comprehensive catalogue of basic services, like accounting, cloud storage, invoicing, payment, or shipping, that every business operation needs. They also offer a lot of specialized and unique services, like e.g. Amazon Wallet, or Haier’s open R&D partnership ecosystem HOPE. Each service in essence provides a high-performing business capability, that can easily be integrated into any kind of business operation. Combined, this business architecture can quickly gain track across a wide spectrum of markets or industries. It can explore much more business opportunities in parallel than traditional businesses. It can scale up profitable business operations much faster. It can very easily establish a system of distributed control and management that is much more efficient than traditional organizational structures.

Amazon and Haier today already provide a glimpse of the future of businesses. We at co-shift expect that businesses who work like a marketplace for entrepreneurs, sharing assets and business capabilities, will dominate markets in the digital age. We think that businesses today should carefully consider their own position: What role will they play in their market 10 years from now? Can they turn themselves into marketplaces for entrepreneurs, ready for innovation at scale?


We have aggregated our in-depth insights in our book FUTURE LEGENDS – Business in Hyper-Dynamic Markets, offering a strategic blueprint for businesses to survive and profit in hyper-dynamic markets.


We will continue this series of articles.






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„Night Market in Bangkok, Thailand“ by Aotaro  is licensed under a Creative Commons license:

Why Businesses Need to Master Crossover Innovation – NOW

Joachim Heinz


Most businesses today base their operations on the exploitation of a few well-understood business opportunities. They have optimized their performance to make the most of these opportunities, and defend their turf against competitors in their market. This focus on a single market, a single type of business and a known type of competitors will likely not be sufficient to ensure long-term success. The age of hyper-dynamic markets will bring along competitors from outside of established markets. It will lead to much more innovation. It will lead to products and services that can easily be substituted. It will lead to a much shorter lifecycle of products, business models, and business operations.

The age of hyper-dynamic markets will be brought along by connected products and services, and by businesses that can quickly and deeply connect their operations through digital interfaces. We already observe this happening in some industries. It won’t stop there. All industries will likely be connected through digital interfaces sooner rather than later. This is the time when businesses start to connect operations across industrial domains that until now clearly separate markets and business opportunities from each other.

What does this age of hyper-dynamic, digitally connected markets mean for businesses today? It means that businesses can not rely anymore on a single line of successful operations. This single line of operations will inevitably loose its competitive edge and profitability one day. Hyper-dynamic markets make it impossible to predict when this will happen, reducing the time to adapt to zero. Businesses therefore need to be ready for the end of their money-making operations at any time.

As a way to balance this risk, they need to prepare themselves by building specific capabilities now, while there is still time:

  • Widening the scope of innovation beyond current branches of business
  • Easy, early and quick testing of new business opportunities
  • Partnering and collaboration across industries
  • Flexible scaling mechanisms according to market demand

This leads towards instant collaboration across established domains, industries and groups of stakeholders. Collaboratively shaping business opportunities into new markets becomes the regular mode of operation in hyper-dynamic markets.

How to do this? We explore breakthrough concepts for this challenge in our book FUTURE LEGENDS – Business in Hyper-Dynamic Markets. Our next post in this series will explain how to turn businesses into marketplaces for crossover innovation and collaboration.





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„The Aral sea is drying up. Bay of Zhalanash, Ship Cemetery, Aralsk, Kazakhstan
by Zhanat Kulenov ._Bay_of_Zhalanash,_Ship_Cemetery,_Aralsk,_Kazakhstan.jpg
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The Quest for Organizational Agility in a Dynamic World

Joerg Schreiner


Companies in all markets begin to feel the pressures of a dynamic world. Many respond by trying to become more „agile“ – a mix of increased speed, flexibility and more product innovation. They then regularly report progress: How they act faster, how their products are better, how they have become „agile“ in their operations. Whenever I see those kind of reports, I always ask myself: Is the progress this company made really sufficient to deal with its future market? What if this market stopped developing in the expected way? What if their customers developed a taste for a different product or service? How fast would this company be able to pivot their business model, their operations, their capabilities? Would it be fast enough to secure their position in the market?

The reality is that most companies need an awful lot of time to do this shift – years or even decades. It is way slower than the dynamic of todays markets demand. This dynamic sometimes can be measured in months, weeks and days. And I expect this to become the norm across all sectors of business: An age of hyper-dynamic markets awaits. In this age, businesses need the ability to operate on a fundamentally higher level of dynamic. It means much more than speed and efficiency. In addition, it means to be able to

  • flexibly scale any kind of operation and opportunity
  • adapt operations to different business contexts and opportunities
  • quickly connect operations with opportunities in any market

A company with those skills could pursue many kind of opportunities, and do it nearly at the same time than these opportunities show up. It could scale operations up and down in synchronicity with the changing demand in markets. It would not necessarily have to protect their most valuable operation at the expense of more promising opportunities. A company with those skills would not need to fear the dynamic of future markets. It would profit from high dynamic.

In order to achieve those essential business skills for dynamic markets, it would need to get rid of everything holding back the development of the skills for dynamic markets. Specifically from organizational structures and practices of management that were designed for a different age. An age were stability and predictability was more important than the ability to change and adapt. Companies need to leave the old structures behind in favor of much more flexible and entrepreneurial business systems. How do such business systems look like? How to transform existing organizational structures into ones needed for highly dynamic markets?

If such questions bother you, then you have come to the right place. We have collected deep insights and comprehensive answers in our book FUTURE LEGENDS – Business in Hyper-Dynamic Markets.

We will continue to elaborate on it here in a series of articles.


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Book Announcement: Future Legends – Business in Hyper-Dynamic Markets

Janka Krings-Klebe


We are proud to announce our upcoming book Future Legends – Business in Hyper-Dynamic Markets.

Future markets will become hyper-dynamic – fueled by digital technology deeply intruding into the life of consumers and businesses. Hyper-dynamic markets challenge businesses to become radically more adaptable and innovative than they are today. This book gives business leaders a strategic blueprint to survive and profit in these times. It describes how to turn businesses into future legends.

The book will be available internationally in June 2017 as eBook, hardcover and paperback.
For an excerpt, please contact us at


Praise for Future Legends

“This great book offers a bold vision for leaders how to transform their corporates into platforms, ready for innovation at scale in the digital age.”

Gisbert Rühl, CEO Klöckner & Co SE

“Inspiring – and true in many ways! Future Legends invites you to change the way you think about your own environment and take a look at the social consequences of rapid change through new technologies. And most important: Each company’s corporate culture plays a widely underestimated yet decisive role in the transformation of institutions.”

Uta-Micaela Dürig, CEO Robert Bosch Stiftung