The past decades have often offered companies a comparatively stable business environment. Individual crises at longer intervals and relatively slow change cycles enabled linear planning in which entrepreneurial risks could be well anticipated and addressed. In this environment, most companies were able to focus on defending, efficiently exploiting and incrementally optimizing competitive advantages (business model, competencies, resources, etc.) once they had been built up.

Today, the pace of change is much faster, with multiple crises overlapping and developments often taking an exponential course. This dynamic and increasingly uncertain environment also means the end of long-term sustainable competitive advantages. However, if the adaptability of companies is lower than the speed of change of the environment, they lose their “strategic fit”: existing competitive advantages become irrelevant before new ones have been developed.

To avoid this danger, conventional strategic management must be complemented by strategic entrepreneurship. By building the capability for strategic renewal, new competitive advantages can be continuously developed by exploiting the existing core business to ensure strategic fit and thus the future survival and growth of the company.

Based on practical experience from over 100 innovation and strategy projects, application-oriented publications and academic research, we offer you support for a holistic system for strategic renewal to build the relevant capabilities for organizational agility.

By means of a scientifically based analysis of five so-called dynamic capabilities of the organization, the adaptability to changes in the external environment, and thus the future viability of the company, can be fundamentally determined. Dynamic capabilities describe a specific organizational ability to (continuously) review existing competitive advantages and to integrate, build and reconfigure internal and external resources and competencies in order to develop new competitive advantages as required:

• Scoping: ability to derive, operationalize and communicate clear goals and criteria for innovation from the corporate strategy
• Configuring: Ability to (re)align the innovation portfolio and allocate resources accordingly
• Sensing: Ability to identify, evaluate and (further) develop new innovation opportunities
• Seizing: Ability to quickly specify, test and validate new innovation opportunities on the market
• Transforming: Ability to implement and scale selected innovations with suitable resources and processes

These dynamic capabilities can serve established companies as a basis for the targeted processing of the most important organizational levers for their long-term future viability. This not only enables them to cope better with the uncertain, ever faster pace of change, but also to benefit from it in the future.

Test with us whether your company is fit for the future and contact us: +49 (0)30 640 777 42 or zukunftsbeirat@leading-minds.com