Blog 3 - Integration is key to detecting shifting expectations and new opportunities

Often, one of the main difficulties for organizations attempting to capture emerging potential is gaining a meaningful awareness of relevant local culture and customer expectations. Because developing markets have such positional complexity, organizations can benefit greatly from investing substantial time in interfacing directly with those in the sector they are seeking to engage, and crafting plans and products tailored to that specific sphere. This can be done by taking the time to observe stakeholder habits and local norms present in the desired arena.

As a Peace Corps Volunteer, I had the opportunity to participate in campaigns led by local governments and some international NGOs. One common theme was that programs that were successful in other contexts or in prior time-periods, were not always successfully reproduced in a new environment. Programs were only successfully implemented when upper-level decisionmakers were willing to listen to the feedback and suggestions of those directly engaged with local people and culture, and adapt accordingly. Sometimes it was the case that national government agencies were less tuned in to culture in outlying communities than they knew, and they were caught off-guard by cultural differences because of their overconfidence.

Understanding the culture, expectations, and priorities of stakeholders within a new area is key when developing a program to engage a new population. Organizations sometimes grow very quickly by taking advantage of emerging opportunities, but they must be careful not to overextend. Emerging markets are potentially volatile, and risks are high for organizations that enter a bold new project unprepared. When looking to enter unknown foreign arenas, organizations can benefit from focusing on establishing a model that promotes integration. This integration method allows organizations to maintain a flexible approach in order to adapt to the rapidly changes that might otherwise blindside a less aware group. Moreover, integration makes it possible for the organization to recognize additional opportunities might otherwise have missed such as a market transition.

Even great organizations can face steep losses if they miss a key market transition. If they observe the swing early enough, they can put in place strategies that not only react to the change, but also capitalize on new factors. Our readings on this subject make it clear that timing is key to planning for a disrupting technology or societal shift. By the time a disruption is obvious, it’s usually too late to implement a plan that has a meaningful impact. Many times, an organization attuned to changes at the societal level must be ready to make a change in tactics even before upper level leadership has time to craft a new overall strategy. Bold moves by keenly attuned low-level leaders can be the key to blazing a trail that the rest of the organization to follow. In order for this to be successful, the organization must already have a culture that affords members the opportunity to improvise to a certain extent when facing a shifting environment.