The past decades often offered companies a comparatively stable business environment. Isolated crises at longer intervals and relatively slow cycles of change enabled linear planning in which entrepreneurial risks could be well anticipated and addressed. In this environment, most companies were able to focus accordingly on defending, efficiently exploiting, and incrementally optimizing established competitive advantages (business model, competencies, resources, etc.).
Today, there is a much higher rate of change, in which multiple crises overlap and developments often proceed exponentially. This dynamic and increasingly uncertain environment also spells the end of long-term sustainable competitive advantages. However, if companies' adaptability is less than the rate of environmental change, 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 supplemented by strategic entrepreneurship. By building the capacity for strategic renewal, new competitive advantages can be continuously developed while leveraging the existing core business to ensure strategic fit and thus the company's future survival and growth.
Based on practical experience from over 100 innovation and strategy projects, application-oriented publications and academic research, this white paper provides an overview of a holistic system for strategic renewal to build the relevant capabilities for organizational agility. This can serve established companies as a basis for the targeted processing of the most important organizational levers for their lasting sustainability. This will enable them not only to better cope with the uncertain, ever-accelerating change, but even to profit from it in the future!
