If you are part of the mission enterprise, you are serving and/or leading in an organizational development context that is experiencing massive disruption. You may not like it, want it, or understand it. But that doesn’t make it go away.
Organizations in the same industry tend to coalesce around a dominant business model, which according to Saul Kaplan, is the narrative explaining how they create, deliver and capture value. Historically, business models have a long shelf life. Few leaders of previous generations were called upon to create a new business model.
But all that is changing. A new core competency of executive leadership is business model innovation. This demands a new set of skills and a different perspective on managing risk for most CEOs and their boards whose success has been built on the foundation of a new outdated business model.
Yet not all disruption is dramatic. Sometimes it happens chronically over an extended period of time. Chronic disruption energizes deniers for a season. It also encourages delayers, who admit something significant is happening but it is too early to respond.
In this month’s vlog, Why You Should Give Priority to Self-Disruption, Steve Moore shares the answer to a perplexing question: why is the disruption of North American missions happening slowly and how will we know we are at a tipping point?