Issue 1, 2015

Becoming a next practice business

Carl Bate

Unlike creative disruptors and digital leaders who are adept at working with uncertainty, popular management culture in established companies can sometimes serve to artificially simplify the real world and limit business potential. This article is based on work with a number of leading companies who have made breakthroughs in critical situations by self-disrupting their existing ways of thinking and working, to focus on not only what has worked in the past, but what could work better now. To be a Next Practice business.

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About Prism

Twice a year, Arthur D. Little covers the latest cutting-edge thinking on strategy, technology and innovation in its corporate magazine Prism. For over 20 years Prism has continually set the standards in innovative thinking and groundbreaking concepts in the world of business and management.

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