Get your scorecard on “Navigating Disruption”

Assess how effectively your business navigates disruption and adapts to thrive in our disruptive world

Disruption in the manufacturing industry comes in many forms and many leaders are experiencing pressure on performance, but the big question is how do you anticipate change, act early and navigate the disruptive challenges to turn threats into opportunities?

This scorecard helps you assess the key focus areas and tactics for tackling the important challenges that your organisation needs to face to succeed in a disruptive world.

Assess your ability to navigate disruption in manufacturing with our Disruption Scorecard

Disruption in the manufacturing industry comes in many forms and many leaders are experiencing pressure on performance, but the big question is how do you anticipate change, act early and navigate the disruptive challenges to turn threats into opportunities?

As a senior business leader within a manufacturing organisation, you may recognise these trends and issues in your business, but do you know how well you are currently positioned to navigate disruption and accelerate growth in a disruptive world?

Download the Disruption Scorecard

to assess how effectively your business navigates disruption and adapts to thrive in our disruptive world.

The Disruption Scorecard benchmarks the momentum in your organisation to continuously navigate disruption, drive continuos change beyond business-as-usual and adapt for sustainable success.

Taking just a few minutes to complete, it will provide you with useful insights and gap analysis. We’ll help you understand your key challenges and take the first steps in addressing the 3 crucial areas for driving success and growth for today, tomorrow and the day after.

Discovery

They spend more effort in future oriented Discovery, exploring new opportunities and threats beyond business-as-usual

Direction

Everyone in their organisation has a clear and compelling Direction for the future and where they are heading

Decision-Making

They have distributed   Decision-making and strategizing habits, driven there where the action, information, accountability is

Dialogue

They have more forward looking and constructive Dialogue, driving collaboration for bigger and rapid innovation

Leading manufacturing companies set themselves apart and have higher momentum, as they;

  • Manage to drive four different types of innovation from the Innovation Momentum Matrix in a differentiated way, all having different challenges, pitfalls and best strategies.
  • Have embedded the 4 Winning Habits in a differentiated way for each type of innovation in the Innovation Momentum Matrix

The different types of change and innovation are;

  • Adaptive and incremental improvements. The challenge is to mobilise everyone in the organisation to continuously develop and improve, without firefighting, symptomfighting or sub-optimisation because siloed behaviour
  • Pushing frontiers with larger scale changes, within common business logic and along common pathways. Here the challenge is to push frontiers through the organisation without resistance or political decision-making
  • Reconfiguring and extending business models with new, unknown elements. Here the challenge is to pursue opportunities and address new threats in an unknown and unpredictable domain.
  • Co-evolution of new solutions and markets, defining new and unknown business logic. Here the challenge is to be in new ecosystems and networks that are the first to recognise or create the dominant emerging solutions of new markets.

Disruption is is the process of a transformation in an industry in which the majority of the established players (incumbents) lose their competitive power and experience stagnating or even declining performance while the disrupting players capture all the benefits of the change and experience steep growth of their performance. Ultimately, (some) stagnating incumbents disappear. The competitive landscape has completely changed with new rules of competition, new dynamics between the players in the industry in which the former outperforms have become the under-performers of even disappeared.

The root cause of disruption is that the majority of the incumbents are not able to defend themselves against emerging business models or technologies brought to the industry by the disruptors. They all are stuck in old, common business logic and are not able to adopt the emerging new business logic. There are several scenarios why incumbents cannot really defend themselves against the change

About the author - Jan van Veen

Jan van Veen has been in manufacturing for almost 20 years now, predominantly as a consultant. As co-founding partner, he grew an international service management consultancy in 9 years.

He has been working with many medium-sized manufacturers and a dozens of Fortune500 companies in driving growth, profitability and customer loyalty through service innovation.

Jan is executive advisor, author and international speaker. His mission is to accelerate the transition of the manufacturing sector during disruptive periods.

FREE DISCOVERY SESSION

Find out how you can increase momentum for innovation and change to navigate disruption in your industry.

A personal session with our founder - Jan van Veen, who is business transformation expert and recognised as one of the Top 20 Influencers in Service by FieldServiceNews

WHO WE ARE

moreMomentum is an international advisory and training firm. We are specialised in working with manufacturers that are looking for quicker and more radical business innovation to thrive in today’s disruptive world.

Our mission is to enable manufacturers to strengthen their position as the backbone of our economies.