Anticipate disruption
The challenges
But adapting to disruption before it’s too late is easier said than done.
Learn how we can help your organization adapt to disruption.
Disruption is inevitable but difficult to predict
Changing cultural norms, new technologies, environmental factors, and government regulation are just some of the possible causes of disruption. It’s unrealistic to expect scenario planners to foresee and prepare the organization for all the possibilities.
The chain of command is an ineffective early warning system
Disruption demands a timely response from the leadership. However, those in authority, particularly in a culture of command and control, are often last to know, given the impacts of disruption tend to be experienced down-up.
Annual planning cycles are too slow
The challenge of sensing disruption is compounded by the traditional annual cadence of review & planning cycles. It’s not unusual for several quarters to have elapsed before disruption is first detected.
Strategic agility remains limited
The same top-down culture and annual planning cycles that present an obstacle to detecting disruption also promote a monolithic reaction, rather than the agile and adaptive response that is required.
Disruption is inevitable but difficult to predict
Changing cultural norms, new technologies, environmental factors, and government regulation are just some of the possible causes of disruption. It’s unrealistic to expect scenario planners to foresee and prepare the organization for all the possibilities.
The chain of command is an ineffective early warning system
Disruption demands a timely response from the leadership. However, those in authority, particularly in a culture of command and control, are often last to know, given the impacts of disruption tend to be experienced down-up.
Annual planning cycles are too slow
The challenge of sensing disruption is compounded by the traditional annual cadence of review & planning cycles. It’s not unusual for several quarters to have elapsed before disruption is first detected.
Strategic agility remains limited
The same top-down culture and annual planning cycles that present an obstacle to detecting disruption also promote a monolithic reaction, rather than the agile and adaptive response that is required.
The solution
Gtmhub enables your enterprise to orchestrate strategy and deliver business results with OKRs, including sensing and adapting to disruption.
Kickstarting the two-way flow of information
Outcome-focused OKR culture promotes initiative-taking and the accountability required to kickstart the flow of information between all levels of the organization. Those in authority are no longer isolated from the front line.
Gtmhub as an enterprise nervous system
Quarterly OKR planning cycles eliminate the possibility of several quarters elapsing before disruption is identified. With Gtmhub’s real-time view of how people, processes, and activity combine, disruption can be sensed at the earliest stage.
Strategic agility as standard
The OKR framework encourages a quarterly review and planning cadence. The culture and processes that follow allow for strategic course changes to be made with the agility required for effectively responding to disruption.
Transitioning to the adaptive organization
Gtmhub’s real-time view of the organization also allows for strategic outcomes to be monitored, enabling the data-driven refinement of strategy that an effective response to disruption demands.
Transforming disruption into opportunity
OKRs combined with Gtmhub allow the organization to overcome the twin challenges of sensing and effectively responding to disruption. Disruption goes from being a potential extinction event to a leading indicator of new opportunity.
