Insurgence is designed to help business leaders apply new methods to the most important business problem they face in the world today: namely, how to overcome their incumbent mentality to maintain relevance and discover new sources of growth. At the convergence of lean, business model innovation, agile, and design thinking, insurgence is a methodology and business philosophy that will help leaders in incumbent businesses rediscover how to operate like small and nimble insurgents whilst maintaining many of their incumbent advantages. Incumbent businesses, often having enjoyed a long period of relative historical market stability, are increasingly unprepared for nimble insurgents coming on to the field of play and applying different assumptions and business models at speed and scale. These incumbent businesses find that the business models that fuelled their success are no longer robust to the change surrounding their business, and they are becoming increasingly obsolete, weighed down by a high degree of internal focus, inflexible internal controls, and an inability to innovate. Meanwhile, nimble insurgents strike at the heart of these weaknesses by formulating alternative core assumptions, building adaptive business models, and innovating in close proximity to customers and market needs. This book enables business leaders to characterise the difference between incumbents and insurgents, develop new ways of thinking about how to compete in this age of accelerating change, and provide a new framework for strategy and innovation that helps leaders to discover the essence of insurgence for their businesses. It uses rich case studies that illustrate both successful and unsuccessful efforts to help leaders move from theory to action at speed and at scale.

Almost all organisations today face unprecedented levels of change, complexity and volatility. Navigating the resultant disruption dynamics is one of the most important stewardship challenges facing strategic leaders. Getting it right can pay enormous dividends, but getting it wrong can lead to spectacular failure and the ultimate demise of once admired organisations. To address this threat, strategic leaders need to better understand how to navigate complexity and volatility and how to execute strategy in this rapidly changing environment. This book identifies 12 different strategy execution processes used to realise deliberate and emergent strategies - each illustrated with case studies and essential lessons for strategic leaders. The authors then discuss the effectiveness of these processes in different types of complex environments, showing how, used in isolation, each process can, at times, impede performance, sometimes creating survival risks that materialise today or in the future. The authors show the importance of "ambidexterity" and the need for organisations to balance the pursuit of internal efficiency and external market flexibility, both of which are essential to thriving in complex environments. This book provides essential tools for leaders to rethink and reconfigure their strategy execution practices in light of the significant change surrounding their organisations. The book is based on a 5-year, multistage study comprehensively reviewing cutting-edge research on strategy execution, reviewing seminal texts on strategy execution and, through in-depth case study interviews and cross-sectional surveys, identifying contemporary strategy execution practices of a range of different organisations across industries and sectors.

Insurgence is designed to help business leaders apply new methods to the most important business problem they face in the world today: namely, how to overcome their incumbent mentality to maintain relevance and discover new sources of growth. At the convergence of lean, business model innovation, agile, and design thinking, insurgence is a methodology and business philosophy that will help leaders in incumbent businesses rediscover how to operate like small and nimble insurgents whilst maintaining many of their incumbent advantages. Incumbent businesses, often having enjoyed a long period of relative historical market stability, are increasingly unprepared for nimble insurgents coming on to the field of play and applying different assumptions and business models at speed and scale. These incumbent businesses find that the business models that fuelled their success are no longer robust to the change surrounding their business, and they are becoming increasingly obsolete, weighed down by a high degree of internal focus, inflexible internal controls, and an inability to innovate. Meanwhile, nimble insurgents strike at the heart of these weaknesses by formulating alternative core assumptions, building adaptive business models, and innovating in close proximity to customers and market needs. This book enables business leaders to characterise the difference between incumbents and insurgents, develop new ways of thinking about how to compete in this age of accelerating change, and provide a new framework for strategy and innovation that helps leaders to discover the essence of insurgence for their businesses. It uses rich case studies that illustrate both successful and unsuccessful efforts to help leaders move from theory to action at speed and at scale.

Almost all organisations today face unprecedented levels of change, complexity and volatility. Navigating the resultant disruption dynamics is one of the most important stewardship challenges facing strategic leaders. Getting it right can pay enormous dividends, but getting it wrong can lead to spectacular failure and the ultimate demise of once admired organisations. To address this threat, strategic leaders need to better understand how to navigate complexity and volatility and how to execute strategy in this rapidly changing environment. This book identifies 12 different strategy execution processes used to realise deliberate and emergent strategies - each illustrated with case studies and essential lessons for strategic leaders. The authors then discuss the effectiveness of these processes in different types of complex environments, showing how, used in isolation, each process can, at times, impede performance, sometimes creating survival risks that materialise today or in the future. The authors show the importance of "ambidexterity" and the need for organisations to balance the pursuit of internal efficiency and external market flexibility, both of which are essential to thriving in complex environments. This book provides essential tools for leaders to rethink and reconfigure their strategy execution practices in light of the significant change surrounding their organisations. The book is based on a 5-year, multistage study comprehensively reviewing cutting-edge research on strategy execution, reviewing seminal texts on strategy execution and, through in-depth case study interviews and cross-sectional surveys, identifying contemporary strategy execution practices of a range of different organisations across industries and sectors.