Policies, standards and processes of the present well-structured company, form the framework for making sound operational decisions, market and business to ensure their survival and success in a business environment increasingly complex, uncertain and competitive.
In traditional business cultures refractory to change, the decision making process is usually highly structured because it has been specifically designed to address business scenarios stable under predictable market dynamics with well known financial assumptions, and performance indicators and efficiency thresholds deployed in very precise and narrow.
The emergence of small, agile competitors applying disruptive innovation approaches a business ecosystem marked by a persistent financial crisis will demand greater flexibility, dedication to innovation and timing of those working in the service of a traditional company and decide to daily the course and destination of their organizations.
The gradual penetration of information and communication technologies generation at the corporate level, can not be underestimated in any way by managerial staff, still ignorant of their transformative impact, and the utility that they report on improving the making process making in the business.
The convergence in the workplace up to 3 generations of professionals with different experiences, motivations and interests, can be perfectly used by companies that are investing in the development of a culture of innovation as the key to competitive differentiation.
Generating an ever-accelerating rate, information and knowledge relevant to the business, must be assimilated more effectively and efficiently, to feed the decision-making processes unstructured keys to the success of a company undergoing a growing competitive pressure that leads to reinvent itself as quickly and effectively as possible.
From this analysis derives environment that attachment orthodox policies, standards and processes that have traditionally been justified decision making in business, is now insufficient, when the company’s competitive knowledge economy, requires the company ability to collect, process and analyze huge volumes of information, both structured and unstructured, to be originated from a variety of sources, must be used with the agility and flexibility sufficient to successfully meet business scenarios as volatile as complex and uncertain.
