Adapt Business Quotes

Effective board governance hinges on adapting strategic direction based on changing market conditions and emerging opportunities.

A good business adapts it’s strategy and approach as the economy continuously evolves.

Shaping the company's future requires a board that fosters a culture of innovation and agility to adapt to changing market conditions.

If you’re ambitious, you can bring a cultural change through your product instead of adapting, in case it leads to a better society and healthier mother earth.

You have to always be vigilant and make sure you’re ready to get on the bandwagon as a need for any new change arises.

The more that you polish your skill of learning from others’ mistakes, the more you will be able to put your funds to the right use.

In this global economy of rapid change, innovation is not a nice-to-have anymore - it's a necessity. Every employee in the business needs to be innovation capable or innovation adaptive.

The economy is always changing. So your business should always be changing. Managing a business includes adapting to change, evolving with change and sometimes pioneering those changes and evolutions.

In fact he was incurably insane and hallucinated more or less continuously, but by a remarkable stroke of lateral thinking his fellow wizards had reasoned that, in that case, the whole business could be sorted out if only they could find a formula that caused him to hallucinate that he was completely sane.* *This is a very common hallucination, shared by most people.

The economy is always changing. Therefore, business strategy should change to adapt. And the way to adapt is to find new ways to add value to the customers lives. At Mayflower-Plymouth, we're here to help your business thrive in this way.

Adaptive collective action is superior to bureaucracy.

A business is like a living being. It’s more of a process than a stagnant thing. The way you manage your business today shouldn’t be the same way you managed it ten years ago or even ten months ago. Because your business should have evolved and changed and adapted in some way during that time - just like living beings evolve and change and adapt to their environments.

Agility is less about following agile processes and more about having a mindset of adaptability.

There is great wisdom in a business having a system in place for adapting its underlying assumptions.

Empowerment and distributed decision-making are hallmarks of adaptable structures.

Dynamic capabilities are crucial for organizational resilience, allowing for continuous adaptation and evolution.

Adaptive capabilities enable a business to modify itself.

R6 is more than a process; it's a rhythm for continuous adaptation.

Climate intelligence enables action-oriented, climate-aligned decisions to mitigate risks, build resilient adaptation, and identify emerging opportunities.

Incremental climate adaptation needs to shift to exponential climate adaptation.

Something I've never been able to adapt to, to understand is how they can lavish such love and care on the animals and then see them sold for slaughter. I don't dare say anything about it, though. Richard and his friends would be down on me in a flash. But there's some kind of cold, unfeeling contradiction in that business.

Technology has always been and will always be a disruptive force in business. And it will always be the case that businesses that are rigid and stagnant and unimaginative will die. And businesses that are adaptive and resilient and imaginative will continue on living.

By working together, the entire organization can build a more resilient and adaptable enterprise that is better equipped to navigate the complexities and uncertainties of the modern business landscape.

A nimble and adaptable company with healthy cash reserves is better positioned to thrive even through unpredictable circumstances.

CSIPP™ (Crisis Solution Internal Philosophy and Practice) is a framework I created that is designed to help organizations effectively handle crises. It emphasizes proactive planning, continuous learning, and adaptability, focusing on maximizing the organization's ability to add value throughout the crisis.

Transitioning a business from current state to future state requires clear strategy, adaptability, synergy among all involved and a dedication to execution - among other things.

When we're talking about businesses adapting to change, it's not just about the processes and systems but also about people and their ability to practice new relationships, methods and behaviors.

Companies can learn a lot from biological systems. The human immune system for example is adaptive, redundant, diverse, modular, data-driven and network collaborative. A company that desires not just short term profit but also long term resilience should apply these features of the human immune system to it's business models and company structure.

One of the newest figures to emerge on the world stage in recent years is the social entrepreneur. This is usually someone who burns with desire to make a positive social impact on the world, but believes that the best way of doing it is, as the saying goes, not by giving poor people a fish and feeding them for a day, but by teaching them to fish, in hopes of feeding them for a lifetime. I have come to know several social entrepreneurs in recent years, and most combine a business school brain with a social worker's heart. The triple convergence and the flattening of the world have been a godsend for them. Those who get it and are adapting to it have begun launching some very innovative projects.

It's important for business processes to be adaptable and flexible.

Empowerment and distributed decision-making are hallmarks of adaptable structures.

Things nature is good at include - organizing matter in a way that is multi functional, mass customization, network adaptation to circumstance, responsive evolution, growth as a mechanism for construction, decentralization, data management and asset management. Regardless of what kind of business we are talking about, there's something vital to learn from nature.

I never heard that it had been anybody’s business to find out what his natural bent was, or where his failings lay, or to adapt any kind of knowledge to him. He had been adapted to the verses and had learnt the art of making them to such perfection. I did doubt whether Richard would not have profited by some one studying him a little, instead of his studying them quite so much.

Physically agile, this squishy strategist and tentacled tactician uses its intelligence and agency to intuit situations, anticipate outcomes, invent solutions, and improvise, remaining relevant for nearly 300 million years.

The stronger your self-understanding is, the greater your probability of adapting to the people around you.

Change management is a broad term for the many ways of preparing, supporting, and helping businesses, teams, and organizations adapt to, thrive through and initiate change.

For the most part, the best opportunities now lie where your competitors have yet to establish themselves, not where they're already entrenched. Microsoft is struggling to adapt to that new reality.

Even in engineering-driven Silicon Valley, the buzzwords of the moment call for building a “lean startup” that can “adapt” and “evolve” to an ever-changing environment. Would-be entrepreneurs are told that nothing can be known in advance: we’re supposed to listen to what customers say they want, make nothing more than a “minimum viable product,” and iterate our way to success. But leanness is a methodology, not a goal. Making small changes to things that already exist might lead you to a local maximum, but it won’t help you find the global maximum. You could build the best version of an app that lets people order toilet paper from their iPhone. But iteration without a bold plan won’t take you from 0 to 1. A company is the strangest place of all for an indefinite optimist: why should you expect your own business to succeed without a plan to make it happen? Darwinism may be a fine theory in other contexts, but in startups, intelligent design works best.

Adaptable companies turn disruptions into opportunities.

Every crossroad in life has four options – quit, adapt, proceed, or accept, but quitting is a dead-end.

Leaders should embrace change and adaptation, ensuring that processes and systems evolve to meet the changing needs of the business environment.

Erase outdated elements and rewrite programs: learn, unlearn and relearn to constantly adapt.

*The best way to describe Mr. Windling would be like this: You are at a meeting. You'd like to be away early. So would everyone else. There really isn't very much to discuss, anyway. And just as everyone can see Any Other Business coming over the horizon and is putting their papers neatly together, a voice says "If I can raise a minor matter, Mr. Chairman..." and with a horrible wooden feeling in your stomach you know, now, that the evening will go on for twice as long with much referring back to the minutes of earlier meetings. The man who has just said that, and is now sitting there with a smug smile of dedication to the committee process, is as near Mr. Windling as makes no difference. And something that distinguishes the Mr. Windlings of the universe is the term "in my humble opinion," which they think adds weight to their statements rather than indicating, in reality, "these are the mean little views of someone with the social grace of duckweed".

Organizational restructuring is something that should take place within a company fairly regularly. With our modern day economy being as dynamic as it is, and with change being as prevalent as it is, companies need to be adaptive and flexible - and that requires regular restructuring.

A smart entrepreneur pivots when circumstances pivot. When everything around you changes, you gotta change to adapt. Either you pivot and profit from the change, or you procrastinate and are forced to change eventually. And when you're forced to change, there's usually a loss not a profit.

So nobody must be allowed to think at all. Down with the public schools! Children must be drilled mentally by quarter-educated herdsmen, whose wages would stop at the first sign of disagreement with the bosses. For the rest, deafen the whole world with senseless clamour. Mechanize everything! Give nobody a chance to think. Standardize "amusement." The louder and more cacophonous, the better! Brief intervals between one din and the next can be filled with appeals, repeated 'till hypnotic power gives them the force of orders, to buy this or that product of the "Business men" who are the real power in the State. Men who betray their country as obvious routine. The history of the past thirty years is eloquent enough, one would think. What these sodden imbeciles never realize is that a living organism must adapt itself intelligently to its environment, or go under at the first serious change of circumstance.

Flexibility is a learned mental skill. In today’s dynamic world, your effectiveness as a professional depends on your readiness to adjust quickly to the moments of need or opportunity, adversity, and change.

At Mayflower-Plymouth, we love helping businesses adapt to change. We all live and work in a dynamic and ever-changing economy. The businesses that are able to adapt, pivot and restructure are the businesses that are most positioned to thrive through the changes.

Independently, new technologies can be pretty impactful to businesses. But the whole world in which businesses operate changes with the convergence of many new technologies. So we need to always be mindful of how technologies are converging and how that convergence may pressure us to adapt how we think about business and how we do business.

The markets were now run by technology, but the technologists were still treated like tools. Nobody bothered to explain the business to them, but they were forced to adapt to its demands and exposed to its failures—which was, perhaps, why there had been so many more conspicuous failures.

Adaptability is the new superpower in business - embrace it to thrive.

Metaruptions defy rulebooks. We must envision the questions to be asked - and delve into the questions behind the questions. Metaruptions require adaptive problem finding and resilient solutions amidst incomprehensibility. The current decade will bring unparalleled messiness together with its opportunities. Learning to speak the language of metaruptions means staying engaged as paradigms shift to unravel these possibilities.

Everyone had only one true vocation: to find himself. Let him wind up as a poet or a madman, as a prophet or a criminal—that wasn’t his business; in the long run, it was irrelevant. His business was to discover his own destiny, not just any destiny, and to live it totally and undividedly. Anything else was just a half-measure, an attempt to run away, an escape back to the ideal of the masses, an adaptation, fear of one’s own nature.

If you’re in permanent beta in your career, twenty years of experience actually is twenty years of experience because each year will be marked by new, enriching challenges and opportunities. Permanent beta is essentially a lifelong commitment to continuous personal growth. Get busy livin’, or get busy dyin’. If

Fungi are decentralized intelligence networks. They send information multi-directionally, they constantly evolve and adapt based on feedback from their environment, they invent new molecules to collaborate... And they form a decentralized consensus on how to utilize resources, when to reproduce and what strategies to employ. This is how businesses and business ecosystems should be.

As the world turns toward winter and the nights grow long, people begin to wake in the dark. Lying in bed too long cramps the limbs, and dreams dreamt too long turn inward on themselves, grotesque as a Mandarin’s fingernails. By and large, the human body isn’t adapted for more than seven or eight hours’ sleep—but what happens when the nights are longer than that? What happens is the second sleep. You fall asleep from tiredness, soon after dark—but then wake again, rising toward the surface of your dreams like a trout coming up to feed. And should your sleeping partner also wake then—and people who have slept together for a good many years know at once when each other wakes—you have a small, private place to share, deep in the night. A place in which to rise, to stretch, to bring a juicy apple back to bed, to share slice by slice, fingers brushing lips. To have the luxury of conversation, uninterrupted by the business of the day. To make love slowly in the light of an autumn moon. And then, to lie close, and let a lover’s dreams caress your skin as you begin to sink once more beneath the waves of consciousness, blissful in the knowledge that dawn is far off—that’s second sleep.

True, a socialistic society could see that 1000 litres of wine were better than 800 litres. It could decide whether or not 1000 litres of wine were to be preferred to 500 litres of oil. Such a decision would involve no calculation. The will of some man would decide. But the real business of economic administration, the adaptation of means to ends only begins when such a decision is taken. And only economic calculation makes this adaptation possible. Without such assistance, in the bewildering chaos of alternative materials and processes the human mind would be at a complete loss. Whenever we had to decide between different processes or different centres of production, we would be entirely at sea.

The enhanced productivity created by the mass adaptation of AI will result in increased M&A activity within the next ten years, while simultaneously, totally new industries emerge with unique value propositions. And a few industries die out as their value propositions become irrelevant in the new paradigm.

Perhaps we are not following Christ all the way or in the right spirit. We are likely, for example, to be a little sparing of the palms and hosannas. We are chary of wielding the scourge of small cords, lest we should offend somebody or interfere with trade. We do not furnish up our wits to disentangle knotty questions about Sunday observance and tribute money, nor hasten to sit at the feet of the doctors, both hearing them and asking them questions. We pass hastily over disquieting jests about making friends with the mammon of unrighteousness and alarming observations about bringing not peace but a sword; nor do we distinguish ourselves by the graciousness by which we sit at meat with publicans and sinners. Somehow or other, and with the best intentions, we have shown the world the typical Christian in the likeness of a crashing and rather ill-natured bore---and this in the name of the one who assuredly never bored a soul in those thirty-three years during which he passed through the world like a flame. Let us, in heaven's name, drag out the divine drama from under the dreadful accumulation of slipshod thinking and trashy sentiment heaped upon it, and set it on an open stage to startle the world into some sort of vigorous reaction. If the pious are the first to be shocked, so much worse for the pious---others will pass into the kingdom of heaven before them. If all men are offended because of Christ, let them be offended; but where is the sense of their being offended at something that is not Christ and is nothing like him? We do him singularly little honor by watering down his personality till it could not offend a fly. Surely it is not the business of the Church to adapt Christ to men, but to adapt men to Christ.

As the manager of my hedge fund, I’ve shorted the stocks of over two hundred companies that have eventually gone bankrupt. Many of these businesses started out with promising, even inspired ideas: natural cures for common diseases, for example, or a cool new kind of sporting goods product. Others were once-thriving organizations trying to rebound from hard times. Despite their differences, they all failed because their leaders made one or more of six common mistakes that I look for: They learned from only the recent past. They relied too heavily on a formula for success. They misread or alienated their customers. They fell victim to a mania. They failed to adapt to tectonic shifts in their industries. They were physically or emotionally removed from their companies’ operations.

Optimists Optimism is normal, but some fortunate people are more optimistic than the rest of us. If you are genetically endowed with an optimistic bias, you hardly need to be told that you are a lucky person—you already feel fortunate. An optimistic attitude is largely inherited, and it is part of a general disposition for well-being, which may also include a preference for seeing the bright side of everything. If you were allowed one wish for your child, seriously consider wishing him or her optimism. Optimists are normally cheerful and happy, and therefore popular; they are resilient in adapting to failures and hardships, their chances of clinical depression are reduced, their immune system is stronger, they take better care of their health, they feel healthier than others and are in fact likely to live longer. A study of people who exaggerate their expected life span beyond actuarial predictions showed that they work longer hours, are more optimistic about their future income, are more likely to remarry after divorce (the classic “triumph of hope over experience”), and are more prone to bet on individual stocks. Of course, the blessings of optimism are offered only to individuals who are only mildly biased and who are able to “accentuate the positive” without losing track of reality. Optimistic individuals play a disproportionate role in shaping our lives. Their decisions make a difference; they are the inventors, the entrepreneurs, the political and military leaders—not average people. They got to where they are by seeking challenges and taking risks. They are talented and they have been lucky, almost certainly luckier than they acknowledge. They are probably optimistic by temperament; a survey of founders of small businesses concluded that entrepreneurs are more sanguine than midlevel managers about life in general. Their experiences of success have confirmed their faith in their judgment and in their ability to control events. Their self-confidence is reinforced by the admiration of others. This reasoning leads to a hypothesis: the people who have the greatest influence on the lives of others are likely to be optimistic and overconfident, and to take more risks than they realize.

The President is at liberty, both in law and conscience, to be as big a man as he can. His capacity will set the limit; and if Congress be overborne by him, it will be no fault of the makers of the Constitution, – it will be from no lack of constitutional powers on its part, but only because the President has the nation behind him, and the Congress has not.” “The chief instrumentality by which the law of the Constitution has been extended to cover the facts of national development has of course been judicial interpretation, – the decisions of the courts. The process of formal amendment of the Constitution was made so difficult by provisions of the Constitution itself that it has seldom been feasible to use it; and the difficulty of formal amendment has undoubtedly made the courts more liberal, not to say lax, in their interpretation than they would otherwise have been. The whole business of adaptation has been theirs, and they have undertaken it with open minds, sometimes even with boldness and a touch of audacity...” “The old theory of the sovereignty of the States, which used so to engage our passions, has lost its vitality. The war between the States established at least this principle, that the federal government is, through its courts, the final judge of its own powers... We are impatient of state legislatures because they seem to us less representative of the thoughtful opinion of the country than Congress is. We know that our legislatures do not think alike, but we are not sure that our people do not think alike...

In contrast to advice, our UN-VICE is not a suggestion of behavior or a mandate. Instead, our UN-VICE is a way to decipher changing circumstances imaginatively. All advice should be carefully considered, combined with an emphasis on developing and trusting our own capabilities. In our increasingly UN-VICE world, the value of recommendations is rapidly decreasing. Systemic disruption has devalued ad-vice; instead, we offer our best UN-VICE. Inspired by Richard Feynman, we must explore unanswered questions, rather than adhering to unquestionable answers. Zen Master Suzuki Roshi said “In the beginner’s mind there are many possibilities, but in the expert’s there are few.” Our UN-VICE draws from the three stages of the Japanese martial arts concept shuhari. In the first stage, shu, the student masters the established fundamentals. In the second stage, ha, the learner practices and experiments with novel approaches, guided by their own unique perspectives. In the third stage, ri, they break loose from confining rulebooks to adapt freely to any situation. Shuhari is a journey, a continuous process of learning, experimenting, and letting go.

What is our UN-VICE in the context of Disruption 3.0? To sum up, UN-VICE is an updated way of capturing the state of the world. Framing the dynamics of systemic disruption as UNknown, Volatile, Intersecting, Complex, Exponential enables an empowering response. We are not helpless victims unable to make decisions. With UN-VICE, we have the power to shape our own futures. KEY POINTS: OUR UN-VICE ACRONYM - UNknown: Uncertainty becomes our comfort zone. Recognize you can’t know anything perfectly and many decisions are based on assumptions. Increased uncertainty lowers the value of advice and requires increased self-reliance. Learn how to respond regardless of the lack of precedents. - Volatile: Harness change for gain. Our world, and change itself, is evolving faster than ever before. Volatility is not new; we simply can’t ignore its impact. In volatility, we see the shifting speed and texture of the changing environment. - Intersecting: Everything connects to everything else. The broader our lens, the greater the insights gained from realizing how boundaries are disappearing. - Complex: Notice emergent properties and adapt. In complex environments, inputs do not map clearly to outputs. Practitioners must acknowledge emergent properties and reconcile the immediate with the indefinite. Such systems require critical thinking, experimentation, and judgment. Evaluate emerging issues, build resiliency, and learn to adapt to expanding complexity. - Exponential: Pay attention to nonlinear types of change that increase in growth rate. Notice rapid acceleration of seemingly small shifts. Monitoring early on will mean fewer surprises.

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

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