Reinvention — The future of any company

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New challenges demand new talent. Any organisation that wants to withstand the test of time must learn to adapt fast. An organisation must be built on agility, nimbleness, efficiency, adaptability and effectiveness.

Jonah Nyoni

A normal company is bound to die with time because they behave, and depend on linearity. Life has never been linear and that calls for disruptive, innovative, and creative design thinking.

Self-cannibalisation

The worst enemy to any organisation is not its external competitors, but itself. Most leaders sit on their laurels, and expect the old machine to automatically roll and still produce the same effect. Self-cannibalisation makes the leader to self introspect and challenge what has been, what he used to be and the norm. In real terms, the leaders must seek means to kill what they created in order to produce something more effective and more efficient. What the leader knew all those years ago might be irrelevant now, so they must be constantly asking questions about themselves.

Some years back, we would go and hire movies that were on DVD, or VHC, but Netflix and Hulu came and destroyed all that. The landline was destroyed by mobile telephony. Vinyl records were destroyed by cassettes. Cassettes were destroyed by compact disks and compact discs were utterly destroyed by memory sticks, and memory sticks might also be affected by cloud computing. So how do we fight this change? By evolving from within! Never celebrate your past success forever. Create something new to celebrate by re-inventing yourself.

Social Intelligence

Soft skills are growing in popularity other than hard skills. Hard skills get the work done or produced, but it is the soft skill that leads to more sales, brand visibility and equity. The ability to work with people is a skill that can be developed; some companies now know the necessity to involve trainers to help their employees develop great social intelligence or great emotional intelligence. Social intelligence helps you understated and control your emotions effectively. Secondly, it hones your skill to intuitively pick other people’s emotions and be wise enough to deal or work with them.

Daniel Goleman (1998), has written extensively on emotional intelligence. In his book Working with Emotional Intelligence he mentions critical skills for emotional intelligence and these include: Listening and oral communication, adaptability and creative responses, personal management, confidence, personal motivation, group and interpersonal effectiveness, negotiating skills and leadership potential.

Leading with Context

Being a leader takes more than driving an organisation, it’s knowing what is appropriate at a given time. It’s relevance and positive influence. Contextually, we are companies are being adversely affected by COVID-19, which means a leader has to attune to the new demands and needs.

Disruptive systems

Nowadays, the power does not end with an individual but in ideas. Power is in ideas, and that seeks for a leader who nurtures great thinking from team players. Big companies such as Google, Amazon know the power of ideas, by employing more people who are creative, disruptive and innovative. That increases talent density in an organisation and its possibility to do better than its competitors who have centralised power. The most powerful company is the one that understands shared power. Great systems are the ones that put their strength in ideas. A good example is the Apple Company. Steve Jobs passed away, but the company was left profitable and progressive.