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The Jacoby Consulting Group Blog

Welcome to the Jacoby Consulting Group blog.
You will immediately notice that this blog covers a wide range of themes - in fact, whatever takes my fancy or whatever I feel strongly about that is current or topical. Although themes may relate to business, corporate or organisational issues (i.e. the core talents of JCG), they also cover issues on which JCG also feels warranted to comment, such as social issues, my books, other peoples' books and so on. You need to know that comments are moderated - not to stifle disagreement - but rather to eliminate obnoxious or incendiary comments. If a reader wishes to pursue any specific theme in more detail, specifically in relation to corporate, business or organisational issues, or in relation to my books, then the reader is invited to send an off-line email with a request. A prompt response is promised. I hope you enjoy this blog - sometimes informed, sometimes amused and sometimes empassioned. Welcome and enjoy.

29 March 2014

Future Trends

There are very few managers of medium to large corporations who aren't aware of the effects and opportunities that are embedded in GLOBALISATION. For small companies, they are quickly learning of the opportunities that a global perspective offers with greater supply options and much bigger markets.

The ENVIRONMENTAL issues are impacting on companies as their factors of production become more expensive and/or they need to be active in an increasingly regulated context.

With a more sophisticated (and global) economy comes greater choice. The ability of consumers to identify legitimate purchase alternatives has never been easier and manufacturers and service providers are quickly learning that in order to compete, one must demonstrate and deliver VALUE to the customer. Most corporations understand this requirement even if they don't know how to deliver it.

Channel adaption to the new DIGITISED economy is challenging for many businesses. Business leaders are learning of the potential of this medium through engaging with it in a private capacity and contemplating ways to extract value from it in their corporate capacity. What we see out there today, is not the end of the story. There is a lot more development, experimentation and adaptation ahead of us. Both exciting and challenging. Probably the biggest evolving issue here is the emerging ability of manufacturers and service providers to deal directly with consumers and adapt product and service to suit the consumer.

Gen X, Y and Millennials don't fully appreciate the DEMOGRAPHIC shifts that are occurring. New Baby Boomer networks are being established to circumvent the Gen X, Y and Millennial corporate leadership to provide ongoing, sustainable economic value.

TECHNOLOGICAL developments are creating amazing new possibilities while threatening established products, services and channels. 

STAKEHOLDERS already exist in abundance in most industries. That leaders might not currently engage with these stakeholders effectively does not mean that there will be more stakeholders in the future. Leadership has always been about effectively understanding and managing stakeholders (among other responsibilities).

There is discussion about a power shift toward stakeholders. In that stakeholder 'stickiness' (i.e. the ability to go elsewhere) has diminished (i.e. become less 'sticky' thus more fluid) with the new and emerging environment, then I suspect that this is accurate. However, just as 'easily' as stakeholders can move to other environments, so can the corporation to some extent, by reinventing itself and appealing to different categories of stakeholders. I am seeing a trend in companies that says " we acknowledge that this group is our market and that group is not" is a significant drift to greater clarity in the value proposition they deliver and away from a "serve all" mindset. That's an enlightened trend but comes with the danger and risk of 'over-specialisation' and undue dependence on a small group of stakeholders. Notwithstanding this trend, the more specialised one becomes, the more powerful become its stakeholders.

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