Make disrupting yourself a routine, not a crisis
Most companies change their way of working only when forced to: a crisis, a new competitor, a bad year. By then the change is rushed, expensive and painful. A company that expects its methods to age should change them on a schedule instead.
How quickly does what you do go out of date?
Ask a simple question once a year: how long before half of the way we work today is obsolete? Five years ago the honest answer for most companies was a decade or more. Today, for many processes, it is a few years. If the answer is getting shorter and your company changes at the same pace as before, you are falling behind without seeing it.
A permanent loop
Turn the response into a routine with four steps. Watch: someone, or something, is responsible for spotting where a competitor, a new tool or a new kind of company could do a part of your work better. Build: when a threat or an opportunity is clear, a small team rebuilds that part of the work in the new way, beside the old one. Move: once it proves better, the work moves over. Retire: the old process is switched off completely, not kept as a backup that nobody maintains.
Then start again. Each cycle is small. Over a few years, the company has renewed itself several times without ever needing a crisis to do it.
Not continuous layoffs
Renewing processes continuously does not mean cutting people continuously. It means people keep moving to the work that matters most, and the ones who can work across several kinds of work, people and systems together, become the most valuable people in the company.
Decide who watches, how often you check, and what happens when they find something.