Three critical insights can help companies navigate the major shifts coming this way.
While the exact shape of the “ firm of the future” is unknowable, history suggests that the transition will be a profound leadership challenge. Becoming a firm of the futureĪt Bain, we have a group dedicated to identifying the issues that will transform business in the next 10 to 20 years. Micro-battles can help companies get there. The next generation of winning firms will be big and fast. In the future, every company will either be another cautionary tale of a failure to adapt, or a poster child for the new era of scale insurgency. They’ll need to rediscover the art of business building. 1 As the strategies, corporate forms and styles of management evolve, firms will need to compete on the basis of scale and speed. Our latest thinking focuses on how micro-battles will be a critical tool to help companies thrive in the next era of business. Since publishing The Founder’s Mentality, we’ve worked on more than 535 micro-battles around the world, collecting lessons as we go. Paired with radical programs to reduce cost and complexity, even struggling bureaucracies can use micro-battles to get their mojo back. They teach large incumbents to move quickly, deploying new ideas across their huge organizations and staying ahead of industry change. They teach fast insurgents to capture the benefits of scale without “professionalizing” and losing speed. Micro-battles-discrete, time-boxed initiatives that rapidly bring strategic choices to action and formulate ways to scale the results-are a potent way to break through complexity and transform the organization’s behaviors. We call these rare firms “scale insurgents.” No matter where companies are on the growth journey, they can combat the crisis of growth and transform into scale insurgents. They build scale and achieve leadership economics without sacrificing the speed and energy that powered their steady growth. Yet a small number of companies, about 7%, are able to capture the benefits of scale and speed. These firms need a radical change before it’s too late. They’ve been the leader in their industry, but they can’t react to competitors fast enough. They need to gain speed and rediscover the lost art of building new businesses, or their growth will stall. They can’t respond quickly to industry turbulence. They’re slow and vulnerable to emerging insurgents. They’ve lost any sense of entrepreneurial culture.
#Shallow space insurgency professional
While these strong, professional organizations have captured the benefits of size, it has come at a tremendous cost. These established companies lead their industry in some key niches, if not overall. If they don’t maintain speed while capturing scale, they risk becoming overloaded with complexity. They’re trying to gain the economic benefits of size, without losing speed as a result of layers and bureaucrats. They still have the great culture established by their founder, or their “Founder’s Mentality ®.” But they need scale. Speed is one of their most important assets.
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