“Innovating Business Paradigms: It might be called “Steering into the Future of the Enterprise,” but it’s important here to ask if this innovation is actually as revolutionary as it appears to be. A lot of glamour and glitz is attached to concepts like reinventing old models and charting the new course of the organizations and businesses.
First of all, let me note that ‘innovation’ has emerged as one of the most popular terms used in business discourses. Managers like to promote their organization’s latest strategies or technologies saying that they are new where, most of the time they are just the next thing in a series of improvements on old ideas. Newness, which seems the most straightforward dimension of innovation implies a process that disrupts the ongoing practice, a process that it seems, cannot be executed without the requisite risk taking. Some companies, unfortunately, may have different priorities – the most important of which is to retain their piece of the market.
Also the position that Glue invests in ‘the future of enterprise’ implies a sense of anticipation and flexibility which is out of the reach of most organisations. Organizations are facing a highly challenging environment, challengers which are considered as having impacts on businesses’ futures as gurus have pointed out include technological factors, economic conditions, customer behaviour. Even where some companies may be more effective at realizing these changes than others, the notion that concluded that businesses can reliably manage the future is more aspiration than anything else.
Moreover, the emphasis placed on the concept of innovation and of long-term strategies might also have the effect that some of the basics of business management are again overlooked. Firms can fixate on the image of being innovative and this make them lose sight of important areas like customer satisfaction, staff morale and firm solvency. Sometimes these ‘improvements’ can cause businesses to overreach, for example, to think they can overextend themselves or diversify their operations too much into junk science that ends up hurting their revenues later down the line.
In conclusion, while “Innovating Business Paradigms: The notion of “ masculinity” in “Navigating the Future of Enterprise” is appealing, but its time to draw the line between what is real and what is not. This is not to say that those in business should only aim low or that there is very little opportunity to reinvent products or services; rather it is to say that such change, when genuine, is not easy to make and decidedly not for the faint of heart or those who believe that the future is easily or readily knowable. Instead of falling foul to the latest management buzzwords, more organisations should probably be aiming for sensible, long-term customer-oriented success.
