Case study: Thomson Reuters

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1. Purpose of this wiki page

This is a case study based on secondary data that examines the relation between Curiosity and the Adaptive Cycle. One of the most interesting issues in organizational change is curiosity. Curiosity is a natural trait of human beings. However, it does not drive organizational process by itself. It is important to find ways to organize it and use it purposefully to push the organization torward organizational change. The focus of this case study is a company that does not use the curiosity as a method but as a driving force. Since the case study examines the theory that at the core of the success is the transmission, the certainty becomes less desirable. The stability is replaced with nimble business strategies that allow the companies to step away from their comfort positions and embrace the “change” as an ongoing process, part of their culture.

2. Analysis of data

Figure 1: Position of Thomson Reuters in the Adaptive Cycle

In this graph, you can see a representation of the Edge of chaos practice application. What happens is that the company is moved away from its “business as usual” stability position into an area where it’s more exposed to risk. This happens due to introduction of the innovative product Eikon . The Company predicts the potential need of the market to use a different product and responds to it way in advance.

Figure 2: Position of Thomson Reuters in the Adaptive Cycle

Figure 3: Position of Thomson Reuters in the Adaptive Cycle

3. Conclusion

For further information regarding the role of Curiosity in the Adaptive Cycle go back to Group 2 Student Lecture.