It is a balancing act
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Could organizations move too far to the edge? “What if local values clash significantly between regions, or indeed, clash with the values of the corporate core itself? It is a balancing act Pushed to the Edge Business Futures 2021 www.accenture.com/BusinessFutures2021 To avoid some potential pitfalls, organizations might first experiment with change on a small-scale in different regions before introducing large-scale rollouts. Starting small When Netflix started expanding beyond the United States, it first made inroads in Canada, a culturally similar and adjacent market. Netflix nurtured its ability to adapt its platform to local contexts, before leaping into sharply different markets. 1 1. Louis Brennan, “How Netflix expanded to 190 countries in 7 years,” Harvard Business Review (2018). Available at: https://hbr.org/2018/10/how-netflix-expanded-to-190-countries-in-7-years Copyright © 2021 Accenture. All rights reserved. Accenture and its logo are trademarks of Accenture. Excessive, or overly rapid, decentralization may cause headquarters to lose strategic control of the company. Not all employees may feel comfortable operating in such structures. Becoming a successful “edge organization” requires knowing where, and how, to best devolve control while sufficiently coordinating the edges of the organization to maintain clear communication with headquarters. #BusinessFutures2021
Transcript of It is a balancing act
Could organizations move too far to the edge?
“What if local values clash signi�cantly between regions, or indeed, clash with the values of the corporate core itself?
It is a balancing act
Pushed to the EdgeBusiness Futures 2021
www.accenture.com/BusinessFutures2021
To avoid some potential pitfalls, organizations might first experiment with change on a small-scale in different regions before introducing large-scale rollouts.
Starting small
When Netflix started expanding beyond the United States, it first made inroads in Canada, a culturally similar and adjacent market. Netflix nurtured its ability to adapt its platform to local contexts, before leaping into sharply different markets.1
1. Louis Brennan, “How Netflix expanded to 190 countries in 7 years,” Harvard Business Review (2018). Available at: https://hbr.org/2018/10/how-netflix-expanded-to-190-countries-in-7-years
Copyright © 2021 Accenture. All rights reserved. Accenture and its logo are trademarks of Accenture.
Excessive, or overly rapid, decentralization may cause headquarters to lose strategic control of the company. Not all employees may feel comfortable operating in such structures.
Becoming a successful “edge organization” requires knowing where, and how, to best devolve control while sufficiently coordinating the edges of the organization to maintain clear communication with headquarters.
#BusinessFutures2021
