es gibt ein paar magazine aus den hypigen 90ern, die überlebt haben und auf ihre art zeigen, dass der hype doch nicht spurlos an uns vorübergegangen ist und es nun einfach zurück zu “business as usual” geht. eines davon ist sicherlich wired (nicht ganz fair; wired ist älter als der hype) ein anderes fastcompany. es lohnt sich doch immer wieder mal bei fastcompany vorbei zu schauen.

jetzt haben sie zum beispiel einen wirklich süffig geschriebenen artikel von seth godin online Survival Is Not Enough.


Everything in our world — from marketing to technology to distribution to capital markets — is changing faster than ever (and not always in the same direction). Yet most companies are clueless about what’s causing the change, how it might affect them, and, most important, what to do about it. Successful businesses hate change. People with great jobs hate change. Market leaders seek out and cherish dependable systems.

But upstarts and entrepreneurs love change. Turbulence scrambles the pieces on the game board; entrepreneurs get a chance to gain market share and profits. And since there are always more competitors than market leaders, there’s a huge demand for change. More innovation! More competition! More change! It won’t go away. It will only get worse.

Evolution — defined as inheritable modifications over many generations — is the most powerful tool we have for dealing with change. Individuals and companies can put this organic process to use by permitting change to occur, by not fighting it. A mutation is a mistake or a random feature that is created when a gene, or an idea, is altered and then transferred. By finding positive mutations and incorporating successful new techniques into a company’s makeup, organizations can defeat their slower competitors.

It is our fear of changing a winning strategy and our reliance on command-and-control tactics that make us miserable — not change. Change doesn’t have to be the enemy. We start bypassing our fear of change by constantly training people to make small changes. I call this “zooming.” Then we can build a company that zooms and attracts zoomers. As the company gathers steam, it will distance itself from its competitors and dominate markets by embracing the changes that will inevitably come.

On another level, all corporate strategy has been based on one fundamental assumption: We can predict the future and influence its course through our actions. The role of zooming in strategy is simple. It’s based on the idea that you don’t know what’s going to happen. You overlay a new strategy on top of all of your other strategies. This über strategy is simple: Build a company that’s so flexible and responsive in the short and long term that you don’t care what happens. As long as there’s a lot of noise and disorganization and change, you’ll win.

In today’s world, betting on chaos is the safest bet of all.

ok, das ist nicht wirklich neu (remember “the only constant is change”?) aber sehr schön formuliert und mit der wirklich knackigen metapher “evolution” versehen. mal schauen, ob die haltbarer ist als “fraktal” …

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