By Stefan P. Bornheim, Jutta Weppler, Oliver Ohlen (auth.)
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Additional info for E-Roadmapping: Digital Strategising for the New Economy
Yet, most firms realise that a number of key personnel may no longer want to be bound into the confines of a lifetime employment contract, but look for more freedom which could be found, for example, in freelancing contracts. So the tide it seems has turned from companies refusing to offer lifetime employment, to employees refusing long-term commitments. In many ways, existing models of co-operation are rather binary: you either work for us or you do not. Many employees have been able to turn that pressure around.
In the first step, we use the e-roadmapping web to plot the firm’s current capabilities and in a second step we add the factor time and draw the four dimensions so that progressions can be displayed. Examples of firms having instilled restlessness and diversity can be found in many existing corporations which, for example, assume that a certain percentage of sales in two or three years has to come from products not invented yet. Diversity can be fostered by continuous job rotation, periodical team mixing or filling positions to a certain percentage with outsiders.
Evolutionary biologists have used the term complex adaptive system for some time to describe how even the smallest biological entities and populations are inter-dependent and evolve over time. The point of reference here is not so much the biological metaphor, but more the understanding that viewing organisations as complex systems might enhance our ability to strategise. Shift in Competition The basic assumption from a systems perspective is that very few events can be understood from a linear and causal point of view.