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RESPONDING QUICKLY
TO CHANGING MARKETS
ANTICIPATE, ADAPT, EXCEL
ECONOMIES OF SPEED
This paper examines how to tap into “Many of today’s small and
the potential in your nimbler organiza-
tion by instituting efficient operations.
midsize businesses are success-
By helping you predict and respond fully competing against larger
quickly to changing market trends and
customer demands, efficient opera-
firms by exploiting ‘economies
tions give you: of speed.’ By creatively combin-
• Visibility – to anticipate change
and support long- and short-term
ing the Internet and enterprise
competitive strategy information technologies, these
• Speed – to develop and deliver
innovative products and services
companies can expand their
and stake out an early-to-market geographic reach, partner in
position
• Flexibility – to make rapid adjust-
complex transactions, and
ments in response to changes in respond quickly to dynamic
market demand
• Scalability – to expand and contract
market opportunities.”
projects, workforce, and workload Dr. John Jordan, Executive Director,
as needed Center for Digital Transformation,
Smeal College of Business,
Flexible, integrated information technol- Pennsylvania State University
ogy makes it easy to adapt the way you
do business in response to changing
needs. It also helps you outperform the
competition.
MARKET DYNAMICS: FAST AND GETTING FASTER
The fastest way to respond to change is ill prepared to respond quickly to Moreover, as small businesses and
is to anticipate it. Many companies change. Disconnected functional areas midsize companies grow, they often
can’t predict changes simply because can’t work together smoothly and struggle with outdated and inflexible
they can’t see “the big picture” within swiftly. When a manufacturer relies on infrastructure. Even the slightest mar-
their own organization. With critical an assortment of spreadsheets, dispa- ket fluctuation creates ebbs and flows
business information locked in different rate databases, and manual processes, in workload. Successful businesses
departments and systems, it’s hard order spikes or downturns could result scale to meet growing demands. When
to have enough accurate insight, let in materials shortfalls or excess inven- bottlenecks form around organizational
alone foresight, to anticipate rising tory. Why? The impact of changing structures and technologies, compa-
demands. demand can’t work its way through nies become too rigid to adapt quickly.
the organization fast enough to make
Furthermore, a company lacking cohe- appropriate shifts in supply and
sive and streamlined internal operations safety stock levels.
THE FAST LANE TO RESPONSIVE ENTERPRISE
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