Peter Hinssen

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• The New Normal

  We’re living through an age where technology has fundamentally changed society. Where employees have better technology at home than at work, where teenagers have better smartphones than their parents. We’re living through an age where technology has become a commodity, where digital has become ‘normal’.

  But we’re probably only halfway in this transition, halfway into the New Normal where we will have to see which business models will survive, and which companies will remain relevant in the New Normal.

  The New Normal applies to all markets, but we have a particular focus on:

  - Health

  - Finance

  - Education

  - Retail

  - Media

• Flip: when companies re-boot in the world of the New Normal

  ​When markets become networks, traditional business models change faster than ever, and some business models just evaporate.

  How can companies re-invent themselves to remain relevant in the New Normal? Access to information is a commodity, and creates a level playing field. Access to technology is a commodity, and allows everyone to innovate.

  How can organizations ‘flip’ their business model into a network operating model?  Companies will have to re-design themselves, re-set their strategy, and re-create their relevance in the New Normal.

• Flux: when markets become networks of information

  ​When markets become networks of information, our whole concept of ‘customer’ changes. Marketing has to be re-invented in an age where markets become networks of information. Markets become ‘super-fluid’ with information.

  Companies have to learn to influence the constant ‘flux’ of information, where the customer is now at the heart of a network of information.

• Fusion: when organizations become networks of innovation

  When the outside world becomes a network, organizations will have to learn to behave like networks as well. The traditional mechanisms for managing and structuring companies is at a dead end, and organizations will have to re-invent themselves in the age of network business models.

  Organizational boundaries and structures become obsolete when network thinking prevails, and companies will have to become networks of innovation in order to survive.

• Flow: when information becomes a river instead of a pond

  ​Information now flows faster than ever before. Customers have access to more information than ever before, and information becomes ‘stale’ faster than ever before.

  How can companies adapt to a world where information has gone from static to dynamic? How can companies manage the overload and avalanche of information, and remain agile and responsive?

  How can organizations survive in a world where information behavior changes faster than information systems? How can companies adapt to a world of information ‘Flow’?

• Fluid: when strategy becomes Liquid

  ​Markets evolve faster and faster, business models change ever more rapidly, consumer behavior now changes faster than our ability to implement new services or introduce products.

  When the ‘outside’ clock starts ticking faster than the ‘inside’ clock in companies, organizations will have to re-invent their strategic thinking in the age of networks. Disruptions will only occur with more frequency, volatility won’t go away, and companies will have to deal with uncertainty, complexity and ambiguity more intensely than ever before.

  This means that companies will need a mechanism for strategic thinking that is agile and ‘fluid’ enough, to result in ‘liquid’ organization, capable of adapting to the beat of the age of networks. When strategy becomes liquid, companies become ‘Fluid’.