Much has been said and written about the necessity for organizations to establish a core/edge strategy. The argument typically goes something like this: As an organization embarks on its journey into the unchartered (and often choppy) waters of disruptive change, it can’t do this in the core of its operations but rather needs to establish an “edge” unit, which sole task it is to “disrupt”.
radical Briefing 0031: The Core/Edge KPI Con…
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Much has been said and written about the necessity for organizations to establish a core/edge strategy. The argument typically goes something like this: As an organization embarks on its journey into the unchartered (and often choppy) waters of disruptive change, it can’t do this in the core of its operations but rather needs to establish an “edge” unit, which sole task it is to “disrupt”.
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