Page 32 - Flathead Beacon // 2.4.15

32 | FEBRUARY 4, 2015
BUSINESS FLATHEADBEACON.COM BUSINESS IS PERSONAL Mark Riffey
The Pace Of Change
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IF THINGS HAVE SEEMED A BIT frenetic in your business lately, you’re not alone.
Many markets are experiencing a rapid rate of change - and in fact, the rate of change is accelerating. As a re- sult, businesses, governments and even National Football League officials are struggling to keep up.
For example, if you watched the Su- per Bowl Sunday night, you could see it happen on almost every play. The offense would go into a formation, the defense would react before the play started and the offense would react to that, again, before the play started – with the quar- terback changing the play or aspects of the play multiple times in the seconds before the ball is hiked.
ASK FLORIDA STATE
This sort of pace isn’t unique to Sun- day’s game, it’s a normal part of football these days. If you saw Oregon play Flor- ida State in college football, you saw a similar thing. Rather than using a half minute to stand around and talk about the play, Oregon was averaging a play ev- ery 16 seconds – meaning 16 seconds af- ter a tackle was made, they were hiking the ball to start the next play.
For Oregon, this is normal and its conditioning and play calling is designed around it. For most opponents, the pace causes confusion and wears out their de- fensive players to the point that Oregon often rolls over exhausted defenses in the later stages of the game. The pace of change in the game is not what most op- ponents’ physical training or play call- ing training is designed for. As a result, teams often end up reacting on a play- by-play basis, rather than working their plan. Sometimes, it isn’t pretty, as Flor- ida State found.
This sort of pace isn’t accomplished by simply speeding up the normally slow parts of the game. To execute at this pace requires smarter players, smarter coaches, better technology, as well as training regimens, on-field communi- cation and play calling mechanisms de- signed to play non-chaotic football that feels chaotic to opponents.
THE PACE OF CHANGE IN BUSINESS IS NO DIFFERENT
Things are no different in business these days and if your market hasn’t experienced it yet, it’s possible that you
simply haven’t noticed, or you’ve per- ceived it as a temporary bump in the road that’s made things feel a bit more chaotic than normal. Be very careful about seeing this as temporary. From what I’m seeing and reading, that bump in the road is a new normal.
The accelerated pace of change has been obvious in the technology space, where there are well-known graphs showing the ever-shrinking time it’s taking for broad market technology adoption to reach a solid level of adop- tion.
The rate of technology adoption ac- celerated from 1873 to 1991, yet the pace of change during that period is nothing compared to the adoption rate of the last 10 years, where reaching 50 million cus- tomers has gone from several decades (telephone, radio) to at most, a few years.
While the adoption time to 50 mil- lion users for the iPod (three years) vs. the radio (38 years) may not seem im- portant to your business, the changes hitting your market are accelerating.
IS KEEPING UP ENOUGH?
In the fastest markets, keeping up is incredibly difficult – if not impossible. Yet some are not only keeping up, they’re pushing the changes.
Historically, when the speed of a technology or business function acceler- ated, it took a while for the level of quali- ty and safety to reach steady state. These days, systems are often built into “the next big thing” (for this quarter) that en- able quality and safety to remain stable.
Waiting for things to slow down isn’t going to happen. If your business is af- fected by these changes, the methods you use for planning, tracking, finance, execution, supply chain management, manufacturing, hiring, security, busi- ness models and many other things have to keep up – and keep keeping up at an accelerating pace.
Keeping up while needing to accel- erate your ability to keep up – that’s the trick.
The dangerous thing is thinking that your business isn’t affected by this. Finding a business that isn’t affected by 3D printing, robotics, artificial intel- ligence, “big data” or cloud computing isn’t easy.
What’s easy is fooling yourself into thinking that it might not affect your business.
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“IN THE FASTEST MARKETS, KEEPING UP IS INCREDIBLY DIFFICULT.”
Want to learn more about Mark or ask him to write about a business, operations or marketing problem? See Mark’s site, rescuemarketing.com, or contact him via email at [email protected].
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