Adapting to a New Normal

An IBM Global CEO study found that less than 50% felt their organizations were prepared to handle a volatile and increasingly complex business environment.

This is not surprising since most corporations are still operating on a 20th command/control model that emphasizes internal efficiency not adaptability to rapidly changing external forces and dynamics.

Alliance for Business Innovation

A rich and diverse network of business executives and organizations supported by collaborative methodology and the expertise of Alliance Fellows.

It is increasingly evident that 20th century business practices are not up to the challenges of the 21st century. Some are counterproductive! The Alliance provides a forum, process and community for members to:

  • Gain insights into the emergent business dynamics
  • Learn what needs to be changed, and
  • Collectively address the practicality of adapting and thriving

By becoming immersed in the Alliance’s experiential and collaborative programs, executives are equipped to lead, conceive, and initiate actions for thriving in the face of constant change.

Alliance programs and methods address adaptation throughout the business ecosystem. Executives learn to strategically embrace changing business dynamics and changes in their relationships with customers. Employees become engaged in collaboration to implement and align channels and processes. This collaboration takes place across functional units and with partners and other stakeholders.

An Alliance Overview (pdf)

More info ...

A Bully Pulpit

The Alliance tackles the pressing business issues associated with rapid change and innovation by building new organizational capabilities. But, it also acts as a Bully Pulpit. It promotes a framework and methodology for advocating nurturing an organizational shift to anAdaptive Business Ecosystem. This framework is used to encourage members to see the need and process to shift from traditional internally focused hierarchical, command/control business structures and practices to more outside-in, collaborative and networked models.

In addition to envisioning a future-state business model, it provides the means to build required organizational capabilities for and with customers, employees, partners and organizational leadership. The experiential nature of Alliance programs ensures that members co-create example models and solutions that demonstrate the new principles and tools that foster trust, co-operation, alignment of goals and co-adaptation.



A free membership provides the general business community access to the insights and publications of the Alliance.

Full Alliance membership is exclusively for individual business leaders or organizations, consultants and professional services provides may not directly become members. This creates an environment where members can interact, collaborate and learn to thrive, free from commercial overtures or agendas. The methods and networked structure of the Alliance brings into play the collective intelligence of the members and fellows.

Individual Executive Membership give leaders a chance gain insights and strategies for dealing with a new normal in business.

Corporate memberships are designed for both strategic leaders and the people in their organizations who will put new initiatives into action.

Members are supported by Alliance Fellows and Experience Leaders who share unique insights, expertise, methods and conduct applied research. Their role is to support the membership.

more on memberships…

About Us

White Paper

Perspectives on a New Normal in Business: Download this paper to gain new insights into the marketplace dynamics we now face.

Engaging Employees

An interesting switch looms...

For much of the 20th century management focused on getting employees to do tasks with ever-increasing efficiency and where possible, used technology to enhance automation. That made sense when the business environment was relatively stable.

Today, change and innovation are the rule. Now the challenge is to get employees to engage in roles not rigid tasks. Roles require learning. Not learning tasks but implicit learning. Change and innovation have implications for the efficacy of roles that only engaged employees can spot. When they do and the organization learns, adaptation and relevance increases.

The Alliance methods and programs are an immersion in implicit learning.