Managing Organisational Blind Spots and Disruption

Identify potential disruptors. Innovations will reshape every industry, giving rise to questions regarding what new products and services companies are developing currently that will replace the ones that will eventually lose relevance. Our discussions surfaced interesting examples of disruptive blind spots and ideas for identifying them.

Don’t wait to be disrupted. During the October events, a variety of steps for companies to take were suggested to stay ahead of the disruption wave before it crests.

Know where the company is on the disruption continuum. The phrase "disrupt or be disrupted" is an implicit call for businesses to become either more proactive or more agile. It is a question of where a company chooses to position itself on the disruption continuum.

Recognise promptly when the company is being disrupted — or face the consequences. In the October webinar, we asked two questions — how would you know you are being disrupted, and when would you know it? These two questions are highly relevant in the boardroom.

Make the company’s crisis management plan world-class. Any discussion of blind spots and disruption must acknowledge the need for a world-class crisis management plan that ensures clear, transparent and timely communication during a crisis to maintain stakeholder trust. For directors, the important question is “When does the board engage?”

Reduce blind spots by interacting with employees. Many board members serve on multiple boards, giving them a broader perspective as they look across more than one company. In addition, board members can minimise their blind spots by interacting with managers and employees at levels below the C-suite — particularly those who are market-facing.

Pay attention to board culture, skill sets and performance. In today’s digital world, the big question is whether the board’s composition (its skills, and diversity of experience and thought) and culture (its personalities, soft skills, trust, commitment to lifelong learning, and capacity for open dialogue and asking the tough questions) is a fit with the company’s needs looking forward three, five and 10 years from the present.

The above discussion is neither the first nor the last on blind spots and disruption. The challenges of this complex and unpredictable world place a premium on agility and resilience. For that reason, board members would be wise to continue to highlight these matters in the boardroom for a long time to come.

(Board Perspectives — Issue 182)