The Accelerated Pace of Change

Traditionally, good corporate risk management has meant careful analysis and flawless execution. This approach worked well until the era of digital disruption. Today, the pace of change is exponential. New competitors like Airbnb, Netflix, Shein, Temu, and OpenAI leverage powerful technologies, reshaping industries and creating new value. Brands that move cautiously or are slow in their transformation efforts risk irrelevance or extinction.

The Connected Ages and Generative AI

Rishad Tobaccowala, former chief digital officer of Publicis Group, identifies three “Connected Ages” over the past three decades that have transformed business: from e-commerce to smart devices to 5G, VR, the cloud, and AI. The impact of generative AI is just beginning, promising further transformation.

Erosion of Buying Friction

We now live in a world of abundant choice and information where buying friction continues to erode. Companies can no longer rely on merely serviceable products. The disruption of the traditional taxi business by Uber, Lyft, and Grab shows that incremental improvements are insufficient in the face of profound shifts.

The Innovator’s (New) Dilemma

Incumbent organizations have historically underestimated the risk from disruptive technologies and new competition, a concept highlighted by Clayton Christensen in “The Innovator’s Dilemma.” Today’s dilemma is more challenging due to the accelerated pace of change. Despite a McKinsey report showing that 70% of transformations fail, innovation remains a top priority for executives, though satisfaction with performance is low.

The Curse of Timid Retail Transformation

The gap between market demands and company offerings widens with a slow pace of innovation. Retailers like Macy’s and JCPenney have lost market share to more agile competitors like TJMaxx and Ulta. Conservative strategies have failed to stem declines, highlighting the need for bold action.

The Opposite is Risky

Reluctance to confront fears and adapt increases risk. Retail failures like Bed, Bath & Beyond, Blockbuster, and Borders show the danger of defending the status quo. Evolutionary biology hard-wires humans for fight, flight, or freeze responses, unhelpful in adapting to new business environments.

Rethinking Risk Management and Embracing Sustainability

To avoid timid transformation, companies must rethink their approach to risk. This involves acknowledging the cost of inaction, understanding the roots of fear, and embracing imperfection. Sustainability should be a core part of this strategy, as integrating sustainable practices can drive long-term value and resilience. Cultivating a culture of experimentation and breaking complex initiatives into manageable pieces can accelerate progress in an uncertain world.

Moving Forward Boldly

Accepting that safe strategies can be the riskiest, companies must aim higher, move faster, and act boldly in the face of disruption. This doesn’t mean being reckless but rather focusing on delivering remarkable value to customers. Incorporating sustainability into these bold actions can enhance brand reputation and operational efficiency. In a rapidly changing world, companies must adapt quickly to stay ahead.

Original source: https://hbr.org/2024/03/why-playing-it-safe-is-the-riskiest-strategic-choice