It’s Time To Change.

by Patrick Liew on August 19, 2019

It’s Time To Change.

The lines within and between markets, industries and businesses are constantly being disrupted, devalued or disintermediated.

If companies do not constantly change, they may end up being acquired or worst, join the fate of dinosaurs.

1. Transforming from being an “I-Shaped” to becoming a “Pi-Shaped” Professional.

The executives running such companies should go from being “I-Shaped” to being “Pi-Shaped” professionals.

In other words, they cannot just be specialists in their chosen field of expertise, they need to develop themselves in a holistic, dynamic, multidisciplinary, and chaos-responsive way.

Adopt a global mindset and develop the ability to acquire a wide range of knowledge, expertise, connections and other resources to improve profit, advantage and growth.

2. Becoming not just a “Historian” but also a “Futurist.”

They have to also adopt not just a “historian” but also a “futuristic” mindset.

This is to prevent them from leaning towards looking at the past and equating the past to the future.

Past success may cause fear for changes.

It may drive executives to hold on to status quo and perpetuate temporary and transient value of past achievements.

Executives are not just custodians of realities but also creators of possibilities.

They have to know how to study and interpret trends, evaluate new and emerging developments, and think strategically about how to create a desired future.

Executives need to focus on future businesses, markets and opportunities and help their companies make the necessary changes to capitalise on these opportunities.

3. Adopting a “Fireman” and a “Firewall” Mindset.

As executives come to grip with disruptive forces, they have to not only be good firemen, they need to also know how to set up firewalls to protect themselves.

Their job is to not only respond to fires in the marketplaces but also to be proactive in becoming disruptors and preventing any virus from disrupting their ever-improving business models.

They need to learn how to ensure that anything that can go wrong will never go wrong.

A virus should not be able to penetrate the company and cause a setback to the systems and processes.

Even if the virus is able to infect and affect the company, there should be systems and procedures in place to repel the virus and to minimise disruptions and other inconveniences.

There should be a learning system in place to not only ensure that the breach will not happen again but that it will also strengthen operational resilience.

4. Progressing from being a “Steel Vault” to becoming a “Search Engine and System Integrator.”

In a knowledge-based economy, they should not only act like “steel vaults” of information but also as search engines and system integrators.

They need to hold a vast array of critical and beneficial information for the company.

Ensure that this information is not being held just in their minds or under lock and key with multiple security levels and passwords.

This information has to be better organised and analysed and more importantly, translated into useful tools and resources to help other teams and individuals share and leverage on the information for better outcomes, results and impacts.

5. Positioning yourself as a Leader and a Leader of Leaders.

To take the company to a higher level of growth, they have to not only be a leader but also be a leader of leaders.

By developing more and better leaders, they can help the company achieve a more stable, secure and sustainable growth.

6. Shifting from being a “Custodian” to becoming a “Creator” of new realities.

Finally, executives have to shift from just being “custodians” to also become “creators” of new realities.

They should be restless souls, always desiring to know the unknown, and discover the undiscovered.

Researching constantly about how to disrupt current patterns and achieve the next breakthroughs.

While others are thinking about what’s next, they are deliberating about what’s coming after “what’s next.”

Looking ahead of the curve and around the bend to invest in the future and be future-ready.

Recreating themselves rigorously, relentlessly and unrelentingly to stay above and ahead of the crowd.

In short, executives of the new age should aspire to be dream-chasers, value-multipliers, change-makers, and world-beaters.


I hope this message will find a place in your heart.

By the way, I have also recorded other reflections.

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