Creating Uncertainty and Volitility

by Jay Deragon on 04/15/2014

uncertaintyIn the old days uncertainty and volatility were enemies of the marketplace.  Today uncertainty and volatility are the assets of those transforming the marketplace.

The ability to create uncertainty and volatility  are the tools of today’s market makers. There is a sweeping shift going on where the critical success reason for market makers  is shifting from improving things to transforming everything. For businesses, associations, educational institutions and governments whose structure has been designed to thwart change to keep up the status quo and make sure the preservation of the core, the impact created from the uncertainty and volatility from the new market makers is accelerating disruption.

From Incremental to Trans-formative Change

The natural reaction most organizations have is to focuses on what to do differently and is based on observations of what successful  leaders and managers have done in the past to navigate uncertainty and volatility through incremental, steady and methodical changes in strategy, tactics and people. These organizations rely on their past experiences, knowledge, training and “best practices” that drove the incremental improvement in results they had before achieved.

In a market driven by trans-formative chaos, where old methods cannot effectively respond to the rate of disruptive change, the focus needs to be on how to think differently to learn to understand the behavior of the market and what is driving the changes.

Trans-formative change typically comes from new entrants, entrepreneurs and creative leaders who pay close attention to the influences that create disruption in established markets. These people think differently and reject the status quo, the established rules and the boundaries of thought before taught and ingrained in modern-day “management speak”. The conversations have changed, the buyers have gotten smarter and technology is connecting everyone to everything needing to know anything. Slow to change is certain death. Unusual is the new normal and there is no control over the rate of change nor the rate of interest in change. Things are no out of control rather in control. Control has taken on a new definition.

Ongoing changes fueled by the explosive growth in technological advancements creates chaos for those trying to control the changes using past frames of reference. Those who do not try to control change rather create more change with a different frame of reference are the new market makers of the 21st century.

To them uncertainty and volatility are the new norms that helps them think differently.

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