Three signs that your business is ripe for disruption

1. You (and your industry peers) have fallen into a bit of a pattern

  • Infuse disruptive talent into the organization. Hiring the same kind of people with similar backgrounds might be efficient, but it is also counterproductive in the long term. Hire from diverse backgrounds and empower the disruptive talent to question and change the way things are done. While the digital space is the tempting and obvious answer to hunt for disruptive talent, it may not necessarily be the only space. Hiring cross-industry talent is often just as (if not more) effective. Case-in-point are some leaders in the Indian real estate sector who have hired from Hospitality and Service industry backgrounds, recognising that quality of service is an important brand preference driver in what is a high-value, long-term relationship with customers.
  • Develop and improve organisation culture. Most large organisations lose their ability to be agile, innovative and customer-centric because they are mired in silos and inter-departmental politics that tend to swell with growing scale. While the ideal scenario is to completely re-engineer the organisation’s culture to foster disruptive thinking, practical constraints often get in the way. One workaround could be to take a leaf out of the army manual and create a leaner, sharper, more agile “commando” force within the larger organization that comes in with a specific purpose — thinking disruptive ideas and turning them into business models. Several large technology companies have done this by incubating smaller start-up like teams within the company to drive future business ventures with great success.
  • Finally — perhaps the most demanding one from a leadership standpoint — that of long-term commitment to the disruption agenda. Disruptions often take time to catch on and become mainstream. This is where commitment from leadership plays a significant role. Staying the course on the disruption agenda and justifying its relevance is often difficult, given quarterly performance pressures and fiduciary responsibilities. Yet, time and again, companies like Google, Apple, Unilever, Asian Paints and Marriott prove that innovation and disruption are lucrative agendas worth pursuing over the long term.

2. No one in your sector enjoys long-term loyalty of customers (or you have loyal, but dissatisfied customers)

3. Your brand narrative is out of sync with the emerging cultural zeitgeist

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We are a next-generation brand agency built on a spirit of creative optimism. We believe in the power of creativity to improve the future.

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