Tag Archives: implementation

The 6th Dimension of Competitive Advantage

high jump photoThe previous blog entry is incomplete.

There is a sixth dimension for ever-increasing competitive advantage. This sixth dimension is a firm’s capabilities to improve. Along this dimension, there is an infinite supply of possibilities, thus firms do not compete in a state of scarcity. However, a firm must provide the environment and the tools conducive to sustainable improvement.

A firm’s culture (accepted behavioral norms) must support all employees in their pursuit of the implementation of improvement ideas. And improvement methods must be ingrained in daily habits at all levels of the firm from the frontline to the executive suite. All employees should be “on alert” to continually seek out, find, and implement improvements with positive financial benefits. A firm has the accountability to establish channels for the thousands of improvement ideas to be vetted, integrated, and executed with a high degree of coordination.

The truly advantaged firm develops or adopts innovative ways to improve at least one step ahead of its competitors. The concept of first to market applies here. The first among industry competitors to successfully implement an effective improvement method will gain significant advantage. The first to find the holy grail, a truly sustainable improvement method, will achieve long term sustainable advantage.

So, 6 dimensions exist for ever improving competitive advantage not just 5. The sixth being the capability to improve in advance of all others.

The 5 I’s of Change

Much has been written about major change and transformation efforts in organizations. But what roles within organizations are actually critical to successfully achieve transformational goals?  The simplistic answer is “change agents”.

But in order to provide a more tangible definition of change agents, here is a taxonomy for the various types of knowledge workers that can be applied when considering the formation of transformation teams.  This taxonomy goes beyond examples of profession and vague, global descriptions of knowledge activities.  The classification of knowledge worker types takes a process view – what knowledge workers do.  Five classifications of knowledge worker comprise the taxonomy: (1) initiators, (2) innovators, (3) integrators, (4) implementers, and (5) instigators.

5 I's PictureAll five roles must be filled by an organization undergoing major transformation and change. A balance must be struck dependent on which stage in a transformation lifecycle the organization moves. Importance must be placed on the “personality profile” of a transformation effort and all its contributors.

Initiators create knowledge through “original thinking” and trigger step-change breakthroughs in new paradigms and new business models for the transformed business.

Innovators modify, refine, and build upon ideas to generate new knowledge that go beyond the initiator’s work.

Integrators aggregate, consolidate, synthesize, and broker existing knowledge to develop holistic, systems views.  These holistic views provide new perspectives and insights.

Implementers apply, utilize, and execute the “know how” within an intrinsic knowledge base.  Implementers unleash the tangible, extrinsic value inherent in knowledge – value that is unreleased until applications are realized.

Instigators challenge ideas, old and new, throughout the knowledge process.  They drive out-of-the-box thinking as well as ground new ideas, innovation, integration, and implementation in the harsh realities of feasibility and viable economic returns.  Instigators say “Yea” and say “Nay.”

So what?  Determine the team personality required for each stage of the business transformation lifecycle.  “Profile” potential members based on individual personalities as demonstrated by past behaviors.  Develop and manage a fine balance of personalities through the change process.  Introduce new members/personalities as required.  Visibly recognize and reward specific team members for playing varying roles.