The ne for high-spe innovation has now spread to all sectors. Higher demands are being plac everywhere on the time between the design of a new product and the moment it is launch on the market. What is striking is that it is not the large organizations that are leading the way in this development, but rather the small, new companies. Young start-ups appear to be better able to use the new digital possibilities and thus respond more quickly to changing consumer nes.
Fast and slow organizations
The aforemention ne for spe separates the wheat from the chaff. In all sectors we find fast and slow companies. For example, OAD Reizen, Free Record Shop and Kodak respond too slowly to the changes in their environment to keep their heads above water. Google, Amazon and in the Netherlands whatsapp data among others Transavia and Wehkamp, have shown that they can change quickly enough.
Fast and slow organizations
Fast and slow organizations
7 lessons from fast organizations
There is much to learn from fast organizations. Below I describe seven lessons that you as a person or company can learn from the top performers in the field of organizational spe.
Oreo’s rapid response to the Super Bowl power outage wasn’t a fluke. It was carefully plann. A year clean email and a half before the successful tweet, the company had already decid to communicate daily bas on current events via Facebook and Twitter, among other things. When the lights went out in the the tour of the distilleries in martinique New Orleans Super Dome, Oreo already had a well-oil machine ready, accustom to responding lightning-fast via social mia. Spe can .