Let’s start with a forecasting assumption – that for a variety of reasons, the AI age will increase the level of business uncertainty for private sector, public sector and charity sector organisations alike.
Two big drivers of this uncertainty are likely to be:
- the rate of exponential change,
- the interference patterns created by the changes.
Wait. What is an interference pattern? Imagine filling a plastic bucket of water to the top. Now try knocking on opposite sides of the rim of the bucket (the 12 and 6 position, if it was a clockface). Now try knocking on other 3 and 9 position of the bucket rim. Ripples will spread out from the sides of the bucket and an ‘interference pattern’ will be created, where ever those ripples intersect. The more shocks, the more erratic the interference pattern on the surface.
If we assume that AI will radically change the labour market, the (raw materials and finished goods) supply chain and the pace of market trading during the next ten years, then private sector businesses, government agencies and charities will quickly need to adapt to the new environment to stay relevant to; customers, voters and beneficiary needs alike.
How easily those organisations can change, depends on their level of inherent business flexibility. In other words, their level of adaptability, agility, resilience and their portfolio of options. It follows that if those organisations are not currently working pro-actively to improve their business flexibility, the stress of building such flexibility at short notice won’t be a pretty sight.
Building flexibility takes intent, political will and energy. Financial reserves, staff skills and system improvements take time to accumulate. Of course, in a crisis, you can play for time or buy time. But the options are fewer and the results less certain, than a deliberate effort to build and maintain business flexibility, before it is needed in a crisis.
Finally, if you organisation needs help on building business flexibility, sleicest-consulting is available and can draw from a number of frameworks and case studies to assist.
Simon