Abbosh, Nunes and Downes has written Pivot to the Future to alert organisations to see the major changes taking place. These are either to be leveraged or countered depending on situation Pepsi realised in 2010 that the market of the cola drinks is under threat from the health and environment activists who are gaining ground. They changed the strategic direction to keep the company going. They classified the products, which are ‘fun for you’ , ‘better for you’ and ‘good for you’. They restructured the organisation keeping continuity in mind. Sears could not hold the space in retailing against the onslaught of technology that enabled online e-commerce from the likes of Amazon.

Technology is a major disruption. There are pitfalls and the organisation has to steer away from these pitfalls.

The pivots to steer away are ‘trapped values’.

Trapped Values

These values reside in four buckets.

Society: It fails to engage profitably to solve societal issues. To illustrate, it finds difficult to cope with the environment.

Consumers: There are trapped values in under-utilised private assets. There are homes in tourist places which can be rented and cars which could be shared.

Industry: There is lack of co-operation and investment in shared infrastructure, e.g. charging stations for electric vehicles.

Enterprise: There is limited use of digital technology to transform business.

Management has to recognise that present offerings will not appealing in future. They have to innovate and embrace technology. Management has to be patient to reap the benefit. It takes time. Management has to be generous, as the customers and partners tend to benefit probably even more. They save on cost of experimentation. Management must be realistic — some investments do not work out and cost in terms of time, effort and money.