An area of focus for myself and others here at Avantage is working with organisations that are transforming or evolving their business model. Some are looking to expand their footprint into a new market or a product; others are divesting in order to concentrate on core competencies. A common thread between them is the recognised need to adopt new work patterns and practices in order to support the transformation taking place. However they are discovering that this adoption is a very hard thing to achieve.

In these times organisations adjusting (or preparing to adjust) to their transformation not only need consider the core impacts but also have to make allowances for new work pattern adoption driven by the effects of evolving technology, the pace of change and shifting employee social behaviours. (I'll explain more about these in a future post). All three combined create a type of business disruption no organisation should ignore, else suffer paralysis while customers side with competitors that have adjusted.

The Connected Business Framework is a body of research we have undertaken. It addresses the organisational ability to adopt new work patterns and practices driven by evolving technology, the pace of change and shifting employee social behaviours.

We believe there is not enough awareness given to these influential drivers and how they affect the ability of an organisation to transform.