{"id":49232,"date":"2016-06-17t05:00:15","date_gmt":"2016-06-17t09:00:15","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=49232"},"modified":"2019-03-30t11:33:16","modified_gmt":"2019-03-30t15:33:16","slug":"embrace-disruption","status":"publish","type":"post","link":"\/\/www.g005e.com\/2016\/06\/17\/embrace-disruption\/","title":{"rendered":"embrace disruption"},"content":{"rendered":"

\"objects<\/a>4 questions you’ll have to face.<\/strong><\/p>\n

by jody padar<\/i><\/p>\n

with revolutionary change, comes disruption. you knew that, right? the three laws of disruption say that:<\/p>\n

more on radicalism:<\/b> new thinking brings new results<\/a> | 10 questions to prepare for radical change<\/a> | who\u2019s your competition? everyone<\/a> | how the \u2018new firm\u2019 was born<\/a> | radical firms embrace 4 values<\/a> | radical or complacent? you choose<\/a> | 3 questions to ask if you dare<\/a><\/p><\/blockquote>\n

    \n
  1. disruption comes to us all. so, if you\u2019re reading this, you\u2019re going to be disrupted. congratulations, that\u2019s a good thing!<\/li>\n
  2. disruption comes because of changes in the product-market fit.<\/li>\n
  3. there are only three methods to change the product-market fit.<\/li>\n<\/ol>\n


    \ndrum roll, please (the three methods) <\/strong><\/p>\n

      \n
    1. we can change the product so that it\u2019s a better fit with the target market.<\/li>\n
    2. we could change the target market so that it\u2019s a better fit with the product.<\/li>\n
    3. we could change people\u2019s preferences so that they value the product more.<\/li>\n<\/ol>\n

      the only answer for us accountants is\u2026 we have to change our product so that it fits with the new target market. <\/em><\/p>\n

      we don\u2019t have an opportunity to change the target market. we cannot make next-generation business owners move backwards.<\/p>\n

      it\u2019s already moving, so number two is not really an option for us.<\/p>\n

      finally, we can\u2019t change people\u2019s preferences so that they like our product more. come on.<\/p>\n

      transitioning into a \u201cnew firm\u201d will kick up dust in your current processes and disruption will be in the air. how will your \u201cnew firm\u201d business model gain management support in an anytime-any\u00adwhere environment? what will it look like if some of your team is remote? how are you going to support your staff and your admin\u00adistration? or what if you decide to become a virtual office? there are a lot of people who run virtual firms, but even if you decide to run one you have to figure out what that specifically means for your team.<\/p>\n

      once you start value pricing, how will you compensate your employees? they pick up the notion of value very quickly. after you start selling on value, it is hard to pay on time-based work.<\/p>\n

      this disrupts it all, right? how will your staff account for time if they\u2019re doing work at 9:30 p.m. and you can\u2019t see them? this is disruptive and that\u2019s why you have to rethink everything you have ever known to be true. this is the hard part. after all, it disrupts the 9 to 5 workday!<\/p>\n

      some questions you will now face: <\/strong><\/p>\n