In recent years, and especially during the pandemic, there have been many “disturbances” and “disruptions” in organizations, including the adoption of new work processes and changes in organizational culture. A new book explains how we should handle the situation
The coronavirus crisis (which, despite the vaccines on the horizon, still isn’t close to being over) caught many organizations unprepared. Once again, the balance between global and local operations was upset, and many new challenges have arisen in a chaotic and uncertain reality. To sum it up in a sentence, the term “world of disruption” has taken on a much stronger, more immediate meaning.
As a result of these “disruptions”, the need has grown for organizations to implement digital transformation processes – some of which received low priority before the pandemic, or were not on the agenda at all.
It’s now commonplace to say that the challenge for every organization is survival in a “world of disruption”. This is the main theme of the recently published book The Age of Urgency by Ram Jaulus.
The book describes the changes that have taken place in the world in general, including the loss of the ability to predict the future based on the past. It makes recommendations accordingly, and offers suggestions about how to implement them within the framework of the pandemic and “the day after”. As its name suggests, the book focuses on issues such as which organizations are even prepared to make the necessary changes, and how they can do exactly that.
Jaulus founded the NGG Global Consulting Solutions Group in 1994, and 19 years later, in 2003, Xioma Information Solutions. He heads both companies to this day. He is a highly sought-after lecturer throughout the world, and divides his time between the United States, Europe, Israel, and other countries in the Middle East.
According to Jaulus, the hierarchy of human needs has changed, and with it, the interfaces and habits of service providers. Likewise, consumer habits have changed as well. “If in the past the attitude was ‘if it ain’t broke, don’t fix it’, today we know that ‘if it ain’t broke, it must be changed – because soon it will no longer be relevant,’” he says.
“Likewise,” he notes, “the new premise we must adopt is that if we’re talking about an unlikely scenario, then it will happen for sure. Organizations are subject to plagiarism, attack, and disruption; and companies, no matter how large and successful, that continue to plan for the future based on past successes are doomed to disappear.”