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The Asian financial crisis, dot.com bust, SARS pandemic, GFC, Covid-19 and threat of WWIII and now Covid-19 and modern era wars are all experiences from the last 20 years that have shown us that the risk of major disruption is a part of the normal business cycle. These disruptions lead to permanent changes, or discontinuities, which exert a permanent impact on all industries . They represent a real threat to companies that are unable to adapt, but also a huge opportunity for proactive companies ready to increase market share, enter new markets or changes in business models. Such disruptions serve to remind us of the true level of interconnectedness between primary and related industries.
Positioning the company in an industrial ecosystem can protect against the negative aspects of disruption and facilitate taking advantage of the positives. Covid 19 has shown us that the disadvantages for some industries have been balanced out by the advantages provided to other industries (such as local suppliers). Industry ecosystems that span the variation in these effects enable members to turn the disruptions to their benefit. The emerging post-Covid 19 global environment will be dominated by organisations operating from robust ecosystems and communities that provide them with the ability to take up the opportunities presented by these disruptions.
Future corporation is the embodiment of a network of corporations that combine to form organic, living systems. At the highest level, this network is referred to as a Corporate Collaborative System. This terminology and concept is discussed in some detail in our forthcoming book, The Corporation of the Future (Routledge). A Corporate Collaborative System is defined as a “network of blockchain enabled transaction processing entities that deploys platform-based entities capable of hosting many and large commercial networks.”
The SMI was born out of an independent consulting firm in the latter stages of 2011. Research and publication has long been its primary roll with the interests of the strategy practitioner as its core. Out of the historical and ongoing research evolved executive education programs in Corporate Strategy and subsequent designation as Accredited Strategy Practitioner. Strategically focused management consulting services were also a key component of SMI activities. These services are now assigned to a separate group, Paul Hunter Strategy & Leadership.
Today the SMIs core purpose is the continuation of research and publication. A summary of our work can be found on this web site within the Resources section of this web site.
To engage in the development and dissemination of excellence in the practice of corporate strategy, leadership and management. From research to implementation the SMI adopts a collaborative approach to its work which in turn is conducted within the construct of an Integrated Value System, as illustrated below:
Research: Contribute to the development of management science in general, public opinion at large, corporate policy, contemporary strategy practice, and strategic leadership.
Understand and Evaluate: Design, develop, align, integrate and disseminate the many sources of knowledge from the program illustrated above to evolve methods, methodologies, practices and procedures from, the constructs that make a positive contribution to commercial, societal and institutional decision-making effectiveness.
Engage: Distribute and implement learnings, experiences and findings in the form of programs of strategically aligned, organisational transformation and renewal.
Learn and Regenerate: Enhance the strength of strategy practitioners and the institutions with whom they work.
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