The S-curve
The S-curve is a shape. It looks simple. In some ways it is. But that simplicity hides its explanatory power.
The S-curve is used to predict inflation rates; future NASDAQ share performance and the progress of a software development team among many other things. It describes the growth, change and ultimate collapse of all living phenomena where there is a saturation level.
Business thinkers tell us that change is the one common factor of organisations and organisational activity: that change is chaotic and unpredictable. But there IS certainty: organisation growth and change follow exactly the same course as other living phenomena and that's best described by the S-curve.
We've found that all of our partners have an immediate understanding of the S-curve and can place their organisations on it quickly. Once that's done we can get into the detail of analysing organisations, resources and people. Are they fit for purpose? Are they ready for the next change? If not, what do you need to do?
The S-curve shows that all systems fail but we know that companies don't necessarily fail. So is the S-curve wrong?
If leaders understand where they are on the S-curve they can jump to another one. You can't change the overall shape of the growth in your existing organisation. It emerges whether you like it or not. But you can reinvent it. And the S-curve shows how you can do this and when you need to start doing it.
It's easier to show than tell. So, here is a simplified version of the S-curve which shows you how it applies to organisational development.
Click here and place your organisation on the shape to get a taste of its explanatory power.
Click here to download a more detailed discussion of the S-curve in PDF format.
The S-curve is used to predict inflation rates; future NASDAQ share performance and the progress of a software development team among many other things. It describes the growth, change and ultimate collapse of all living phenomena where there is a saturation level.
Business thinkers tell us that change is the one common factor of organisations and organisational activity: that change is chaotic and unpredictable. But there IS certainty: organisation growth and change follow exactly the same course as other living phenomena and that's best described by the S-curve.
We've found that all of our partners have an immediate understanding of the S-curve and can place their organisations on it quickly. Once that's done we can get into the detail of analysing organisations, resources and people. Are they fit for purpose? Are they ready for the next change? If not, what do you need to do?
The S-curve shows that all systems fail but we know that companies don't necessarily fail. So is the S-curve wrong?
If leaders understand where they are on the S-curve they can jump to another one. You can't change the overall shape of the growth in your existing organisation. It emerges whether you like it or not. But you can reinvent it. And the S-curve shows how you can do this and when you need to start doing it.
It's easier to show than tell. So, here is a simplified version of the S-curve which shows you how it applies to organisational development.
Click here and place your organisation on the shape to get a taste of its explanatory power.
Click here to download a more detailed discussion of the S-curve in PDF format.