A potent cocktail of digital technologies has truncated the time that businesses have to bring new products to market, respond to competition, or deliver their change agendas. Amid the disruption, the majority of senior executives continue to apply management practices designed for the industrial age when response cycles were more predictable.
Traditional development approaches are long-tailed and focused on resource allocation and risk elimination. Uncertainty and failure are feared. It’s no surprise that many companies struggle to deliver the continuous pipeline of innovations needed to remain dynamically market-relevant and fiscally viable.
