The concept of enablers has featured prominently in the development of business models, organizational structures, and corporate strategies. Enablers are those elements of an organization that are essential for success and enable the organization to achieve its goals. In this article, we review the concept of enablers and explore how they can be used to drive organizational success.
The concept of enablers has its roots in the fields of economics and business management. The term “enabler” was first used in the context of organizational development in the late 1970s by economist Alfred Chandler. He used the concept to describe the elements of an organization that enabled it to achieve its goals. This included elements such as the organizational structure, the corporate strategy, the management team, and the corporate culture.
Since then, the concept of enablers has been widely accepted as important in organizational development. In particular, enablers have become increasingly important in the development of business models and strategies. For example, a company may use enablers to create a competitive advantage in the marketplace by leveraging its resources to develop a unique business model. Similarly, a company may use enablers to develop a strategy that is tailored to its customer base and market environment.
Enablers can also be used to facilitate organizational change. For example, a company may use enablers to implement a new organizational structure or to develop new corporate strategies. Similarly, enablers can be used to help an organization transition from one phase of development to another.
The use of enablers has become increasingly important for organizations in the digital age. For example, digital technologies such as artificial intelligence, big data, and cloud computing have become key enablers of organizational success. By leveraging these technologies, organizations can create new opportunities for growth and profitability.
In conclusion, enablers are an important element of organizational development. They can be used to create competitive advantages, facilitate organizational change, and leverage digital technologies to create new opportunities for growth and profitability.
References
Chandler, A. (1977). The visible hand: The managerial revolution in American business. Cambridge, MA: Harvard University Press.
Davenport, T. H., & Kirby, J. (2015). The new discipline of digital business. MIT Sloan Management Review, 56(4), 44-51.
McAfee, A., & Brynjolfsson, E. (2012). Big data: The management revolution. Harvard Business Review, 90(10), 60-68.
Sussman, M. (2018). Enablers for organizational change. In Organizational change: Theories and practices (pp. 97-113). Routledge.