Future is Now

New Normal is a term in business has been used in a variety of other contexts to imply that something which was previously abnormal has become commonplace.

“New Normal Challenges you to go further, break through your barriers & think smarter about your business.

We Work with what we like to call The Future is now”.

The most visionary managers and leaders are revising strategies, updating skills and exploring new ways to stay competitive in a work environment rife with newness. 

Assessment of your strength & weakness.

Communication & Collaboration.

Time Management & Business Excellence.

What worked before isn’t producing the same results now so, uncovering and utilizing new ways to better understand themselves in order to more effectively reach today’s very diverse prospects becomes critical. 

When sales pros take the time to increase awareness about themselves, their marketing style, and the people they serve, their contribution becomes more personal and specific, more valuable.  

In today’s business world, choosing the right words, exhibiting the same goals and interests buys workplace productivity and satisfaction.   

Employees will put in that extra effort when they are honestly kept informed on aspects of their job and the business and they feel that they are being listened to with empathy. 

The results show that external collaboration has significantly different effects on the degree of newness depending on the type of external partners involved, and they also show that radical innovation output is positively related to involving the R&D department (internal) and universities (external involvement) 


The results provide a more detailed understanding of how different OD patterns affect the development of incremental vs radical innovation in existing organizations. In particular, three findings add new insights into how OD affects innovation to reach the highest degree of newness:

  • The high importance of collaboration with external partners with distinct interests and skills;

  • Low reliance on existing customers and suppliers for the development of radical innovation;

  • Narrow and focused internal involvement rather than broad internal involvement.

Vyapt estimates suggest that the share of vicarious learning realized in the process of experiential learning is twice as large for entrants as for incumbents. In this sense, entrants enjoy an “advantage of newness” in learning.


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