9.1 Vigilance and preparing for rapid change?

Up until the 1970s an organization could establish itself as a dominant player in its industry and focus on perfecting its internal operations. The customer would be trusted to come to them, because the Company had the product. Companies like IBM, Sears and GM were unquestioned leaders. Their markets were relatively stable and predictable. Of course, there was inflation and recession, and product innovation, but at a relatively predictable rate.

Today, such expectations would be but a wistful daydream. If a Company does not have an aggressive competitor they soon will. Whatever product line it has, their consumer popularity may be relatively short. They must spend considerable sums on R & D for new products to release if they want to survive in today s market. The marketplace today is extremely dynamic and competitively relentless.

Today, not only must the Company executives keep their eyes on the changing consumer demands and their equally aggressive competitors, but they must also not lose sight of the continual need to keep all internal functions of their organization aligned with the new demands. Organizational objectives must be focused on achieving the overall mission of the Company. Relentless efforts to improve must be a commitment of everyone in the organization.

Today, the rapid pace of change in all organizations requires a flexible structure, adaptable to the external environment. As many authors have noted,