Exploiting a wave of change often secures to an organisation the industry high ground. A wave of change is beyond the control of any one organisation, and it is a product of a myriad of shifts and advances in technology, cost, competition, politics and buyer perceptions. On account of the forces unleashed by such changes, existing leaders may be strengthened or weakened. It is the leader’s duty to provide the insight, skill and inventiveness that would hold with such forces for the purpose of advancing the organisation’s cause. Thus, cultivating whole new strategies may become quite expedient. To exploit a wave of change, a leader seeks to understand the likely evolution of events and then channels resources and innovation towards directions that will give on to the industry high ground.

The initiative to perceive and deal with a wave of change in its early stages of development will bring immense benefits to a company. The myriad of shifts and adjustments that occur each year are often pointers to the beginnings of a substantial wave of change.

After a wave of change settles, it is proactive to probe into the forces underlying its main effect and shine up a point of view about the other changes that would be triggered by this effect. When television appeared on the scene, the movie industry adapted to the change in people’s lifestyle by getting on for independent film production, a second order effect of television. This adaptation was necessary in order for them to make good quality films that will lure their audience out.

Informed comments from experts often point to an important wave of change that is afoot. An effective leader digs into the origins and dynamics of change.

Substantial increases in product development costs may trigger a wave of change that will force an industry to consolidate. As the costs of colour film research and development (R and D) skyrocketed in the early years, the photographic film industry consolidated and became dominated by Kodak and Fuji at the departure of Ilford in the United Kingdom and Ansco in the United States. Government policy, especially deregulation often gives itself up to the task of triggering major transitions. Having a clear point of view about how an industry should function in the light of technological forces and the structure of demand helps a company to ride a wave of change productively. Cisco system’s strategic vision of “IP” everywhere was such an understanding. It enabled them to give the future of their industry a sense of direction.

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