g-f(2)74 THE BIG PICTURE OF THE DIGITAL AGE: Rapid change, incertitude and disruption, in a hypercompetitive environment

Extra-condensed knowledge

g-f(2)72 THE BIG PICTURE OF THE DIGITAL AGE: BCG, How to Build Sustainable Business Advantage in a World Where Great Is No Longer Good Enough

• In this new era, great performance is no longer good enough. And the old playbook to build business advantage is no longer sufficient.
• One thing is certain, though: We’re living in a time of unprecedented volatility, and we’re reeling from shock; most notably, from the COVID-19 pandemic. The breakneck pace and profound impact of all three disruptive forces shaping this new era are driving market volatility to new heights and shrinking the average lifespan of companies and their leaders.

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Condensed knowledge  

• g-f(2)72 THE BIG PICTURE OF THE DIGITAL AGE: BCG, How to Build Sustainable Business Advantage in a World Where Great Is No Longer Good Enough.
• In this new era, great performance is no longer good enough. And the old playbook to build business advantage is no longer sufficient.
• As BCG’s new book Beyond Great shows, the world has been transformed by three powerful, disruptive forces: social tension, economic nationalism, and technological revolution.
• One thing is certain, though: We’re living in a time of unprecedented volatility, and we’re reeling from shock; most notably, from the COVID-19 pandemic. The breakneck pace and profound impact of all three disruptive forces shaping this new era are driving market volatility to new heights and shrinking the average lifespan of companies and their leaders.
• g-f(2)49 “The Big Picture of the Digital Age”: Education is in the midst of digital transformation. 
• In the face of rapid technological changes like automation and artificial intelligence, helping employees keep pace is challenging. And companies are wrestling with how to retain top talent — a critical differentiator in a hypercompetitive environment.
• g-f(2)49 “The Big Picture of the Digital Age”: Education is in the midst of digital transformation. 
• Companies can no longer afford to wait for the traditional “system” to supply the workers they hope will help shape their future — the need is too acute and too urgent. We must change how we educate both traditional college-age students and adult learners.
• g-f(1)22 Uncertainty and disruption are two sides of the same coin. 
• Much of the established thinking around managing disruption focuses on incumbents grappling with the threat of market incursions and identifying opportunities to develop their own, and on new entrants managing the opportunities around disruption. 
• There is significant uncertainty regarding the rate of progress within a new disruptive value proposition.
• g-f(2)24 10 Fundamental Quotes from MIT SMR-Deloitte Research on the Future of the Workforce. 
• There is no agreement or consensus around best practice and there is no shared vision about the future role of average or ordinary workers in tomorrow’s digital enterprise.
• g-f(2)19 10 Lessons Learned from MIT SMR-Deloitte Research on the Future of the Workforce, g-f(2)24, g-f(2)36. 
• We see a profound disconnect between people’s expectations around the value they contribute and their organization’s willingness and ability to invest in them.
• A bimodal distribution may be emerging: some organizations seek to make their human resources (even) more transactional and disposable; others are looking hard at how to make better bets on longer-term human capital cultivation and returns.
• g-f(2)69 THE BIG PICTURE OF THE DIGITAL AGE: Knowledge@Wharton, The digital leader needs a self-transformation for long-term success. 
• You really need to embrace the culture, the mindset and how you approach the business, of a digital enterprise. 
• When we analyzed digital enterprises, two qualities stood out: One is continuance innovation or a culture of experimentation, and second was speed. 
• Everything was done at five times, 10 times, 50 times the speed. These two attributes — and having the right culture and those technological elements — make a digital enterprise.
• g-f(2)67 THE BIG PICTURE OF THE DIGITAL AGE: WSJ, The technology giants lead the pack of the country’s best-run companies. 
• In a year when the coronavirus pandemic has devastated large swaths of the U.S. economy and reconfigured the ways millions of Americans shop, work, communicate and learn, tech stalwarts have remained in the uppermost echelon of the Management Top 250, an annual ranking based on the principles of the late management guru Peter Drucker.
• In the 2020 lineup, Microsoft Corp. unseated Amazon.com as No. 1 by performing consistently well across each of the five main components of the overall ranking compiled by researchers at Claremont Graduate University’s Drucker Institute: customer satisfaction, employee engagement and development, innovation, social responsibility and financial strength.

Category 2: The Big Picture of the Digital Age

[genioux fact produced, deduced or extracted from "genioux facts"]

Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).

Type of validity of the "genioux fact". 

• Inherited from sources + Supported by the knowledge of one or more experts + Supported by a research.

Authors of the genioux fact

Fernando Machuca

References

“genioux facts”: The online programme on MASTERING “THE BIG PICTURE OF THE DIGITAL AGE”, Fernando Machuca, January 10, 2021, 2021, blog.geniouxfacts.com, geniouxfacts.com, Genioux.com Corporation.

ABOUT THE AUTHORS

Fernando Machuca

CEO ‎Genioux.com Corporation

PhD with awarded honors in computer science in France

Fernando is the director of "genioux facts". He is the entrepreneur, researcher and professor who has a disruptive proposal in The Digital Age to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts". The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.