What was needed was not just a new strategy, but a new approach to strategy: One that enabled the company to make the most of new technologies, turning them from disruptive threats to profitable opportunities. One that would let the company do so faster all the time.
Having done so, our key insight was that in the face of predictable unpredictability, a single large-scale “transformation” just doesn’t cut it. Reviewing the history of business success and failure over the pass half century, we concluded instead that the only solution to continuous and potentially devastating change is constant reinvention, rearchitecting the business in a way that allowed us to pivot from one opportunity to the next, quickly and efficiently.
Developing new strategies that unlock trapped value, executing simultaneously in the old, the now, and the new, and repeatedly refocusing the business around a core of old and new assets - these are the elements of the wise pivot.
Even when the path looks clear, pivoting to the new is fraught with obstacles. We regularly hear from leaders of the companies we work with that they lack the resources to invest in the new, let alone scale ventures rapidly, having committed all their assets to maintaining today's core.
Even if sufficient capital can be freed up, inertia may still hold back real change. Today's processes and IT systems, after all, have been optimized, sometimes over decades, to support the core. They are literally card-coded to implement a strategy perhaps long forgotten. These corporate "antibodies" may unintentionally destroy initiatives with the potential to lead managers to the future. The old wakes up every morning determined to kill the new.
The key finding of our research is that there is a growing gap between what is technologically possible and what companies do with that potential. The mismatch is generating rich stores of trapped value, fueled by continuing improvements in the speed, size, power, price, and efficiency of digital technology.
The wise pivot is driven by a deep understanding of the obstacles that increasingly prevent older businesses from keeping up. It offers strategies for reversing that trend, turning core capabilities and resources from aging assets into engines of faster growth.