how to restrategize your company in an economic crisis - updated and expanded
Post on 18-Sep-2014
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DESCRIPTION
To restrategize is not to maximize shareholder value, nor is it about mergers and acquisitions or growth and expansion. To restrategize is to adapt to an economic crisis. And it takes ten steps to adapt: 1. realize you are in an economic crisis; 2. redefine your leadership; 3. reestablish your mission; 4. revise your vision; 5. rethink how you communicate in your market; 6. redefine your value proposition; 7. redistinguish yourself from your competitors; 8. redesign your organization; 9. reorganizae your alliances; and 10. refinance your company.TRANSCRIPT
HOW TO RESTRATEGIZE
YOUR COMPANY IN AN ECONOMIC CRISIS
UPDATED
AND EXPANDED
HOW TO RESTRATEGIZE
YOUR COMPANY IN AN ECONOMIC CRISIS
STOP FIGHTIN
G.
START ADAPTING.
MY AIM IS TO MAKE THESE TWO MESSAGES STICK.
1. STOP FIGHTING.
2. START ADAPTING.
NOW YOU MIGHT WONDER:
STOP FIGHTING WHO?
STARTADAPTING
TO WHAT?
THOSE ARE GOOD QUESTIONS.
HOWEVER…
...FIRST THINGS FIRST.
DO YOU NEED TO
RESTRATEGIZE?
YOU HAVE A VISION.
YOU HAVE A
STRATEGY.
SO YOU KNOW WHERE YOU ARE.
AND YOU KNOW WHERE YOU ARE GOING.
RIGHT?
WRONG.
WE DID NOT KNOW THIS ECONOMIC CRISIS.
WE CAN ONLY ESTIMATE ITS IMPACT.
YOU WILL NEED TO
RESTRATEGIZE
AND I WILL EXPLAIN EXACTLY WHY.
BY USING A GENERAL MODEL OF A COMPANY.
Market
INTRODUCING A COMPANY STARTS WITH A MARKET
Market
Finance
THE FINANCIAL MARKET BEING A SPECIFIC PART OF THAT
Market
Competition
Finance
BUT IF THERE’S NO COMPETITION… THERE’S NO MARKET
Opportunities and threats
Market
Competition
Finance
A MARKET OFFERS OPPORTUNITIES AND THREATS
Opportunities and threats
Market
Strategy
Competition
Finance
WHICH ARE INPUT TO THE STRATEGY OF A COMPANY
Opportunities and threats
Market
Strategy
Mission
Vision
Competition
Finance
THIS INCLUDES A COMPANY’S MISSION AND VISION
Market
Strategy Opportunities and threats
Design
Mission
Vision
Competition
Finance
AND IF STRUCTURE FOLLOWS, STRATEGY DESIGNS...
Opportunities and threats
InternalOrganization
Market
Strategy
Design
Mission
Vision
Competition
Finance
… THE INTERNAL ORGANIZATION OF A COMPANY
Opportunities and threats
InternalOrganization
Market
Strategy
Align
Design
Mission
Vision
Competition
Finance
ALIGNING IT WITH THE MARKET CLOSES THE LOOP
Opportunities and threats
InternalOrganization
Market
Strategy
Align
Design
Mission
Leadership
Vision
Competition
FinanceCommunicatio
n
THIS REQUIRES LEADERSHIP AND COMMUNICATION
Opportunities and threats
InternalOrganization
Market
Strategy
Align
Design
Mission
Leadership
Vision
CompetitionAlliances
FinanceCommunicatio
n
IF YOU CAN’T BEAT THEM, JOIN THEM… IN AN ALLIANCE
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Strategy Opportunities and threats
Align
Design
Mission
Leadership
Vision
CompetitionAlliances
FinanceCommunicatio
n
A COMPANY’S CONTINUITY DEPENDS ON ECONOMIES
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Strategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
CompetitionAlliances
FinanceCommunicatio
n
THESE ECONOMIES EFFECT ORGANIZATIONAL DESIGN
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Strategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
AND HAVE A LARGE IMPACT ON A VALUE PROPOSITION
THERE IT IS, A GENERAL MODEL OF A COMPANY.
NOW LET’S PUT IT TO WORK.
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Strategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
Crisis
INTRODUCING A CRISIS IN THE FINANCIAL MARKET
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Strategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
Crisis
Crisis
THAT LEADS TO MARKET DOWNTURN AND - CRISIS
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Strategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
Crisis
Crisis
Crisis
FOLLOWED BY AN INTERNAL ORGANIZATION CRISIS
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Strategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
Crisis
Crisis
Crisis
Crisis
… AND POSSIBLY A LEADERSHIP CRISIS
AND THERE YOU HAVE IT.
A COMPANY IN AN ECONOMIC CRISIS
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Strategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
Finance
Communication
CrisisCrisis
Crisis
Crisis
CrisisCrisis
CrisisCrisis
Time
Geography
futurepastpresent
A COMPANY IN AN ECONOMIC CRISIS
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Strategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
Finance
Communication
CrisisCrisis
Crisis
Crisis
CrisisCrisis
CrisisCrisis
Time
Geography
futurepastpresent
Slides taken from my presentationRestrategizemethodology.
RECAP
SO?
WHAT ABOUT
A REVISION?
IF YOU WERE TO ACCEPT THE CRISIS AS A GIVEN…
RECONSIDERING YOUR STRATEGY BECOMES A NECESSITY.
RESTRATEGIZE.
RESTRATEGIZE.
Slides taken from my presentationDo you need torestrategize?
RECAP
RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATION
RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATIONRESTRATEGIZE ≠ MERGERS AND ACQUISITIONS
RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATIONRESTRATEGIZE ≠ MERGERS AND ACQUISITIONSRESTRATEGIZE ≠ GROWTH AND EXPANSION
RESTRATEGIZE = HOW TO ADAPT TO AN ECONOMIC CRISIS
RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATIONRESTRATEGIZE ≠ MERGERS AND ACQUISITIONSRESTRATEGIZE ≠ GROWTH AND EXPANSION
COMPANIES HAVE TO ADAPT TO AN ECONOMIC CRISIS…
… AND RESTRATEGIZE IS HOW.
RESTRATEGIZE =10 x RE
RESTRATEGIZE =10 x RE
Slides taken from my presentationHow to restrategize your company in an economic crisis.
RECAP
IT TAKES TEN STEPS TO ADAPT TO AN ECONOMIC CRISIS.
1. REALIZE YOU ARE IN AN ECONOMIC CRISIS
2. REDEFINE YOUR LEADERSHIP
3. REESTABLISH YOUR MISSION
4. REVISE YOUR VISION
5. RETHINK HOW YOU COMMUNICATE IN YOUR MARKET
6. REDEFINE YOUR VALUE PROPOSITION
7. REDISTINGUISH YOURSELF FROM YOUR COMPETITORS
8. REDESIGN YOUR ORGANIZATION
9. REORGANIZE YOUR ALLIANCES
10. REFINANCE YOUR COMPANY
STEP 1. REALIZE YOU ARE IN AN ECONOMIC CRISIS
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Strategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
Crisis
Crisis
Crisis
Crisis
Time
Geography
futurepastpresent
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Strategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
Crisis
Crisis
Crisis
Step 2.
STEP 2. REDEFINE YOUR LEADERSHIP
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Strategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
Crisis
Crisis
Crisis
Step 3.
STEP 3. REESTABLISH YOUR MISSION
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Strategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
Crisis
Crisis
Crisis
Step 4.
STEP 4. REVISE YOUR VISION
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Restrategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
Crisis
Crisis
Crisis
Step 5.
STEP 5. RETHINK HOW YOU COMMUNICATE IN YOUR MARKET
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Restrategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
Crisis
Crisis
Crisis
Step 6.
STEP 6. REDEFINE YOUR VALUE PROPOSITION
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Restrategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
Crisis
Crisis
Step 7.
STEP 7. REDISTINGUISH YOURSELF FROM YOUR COMPETITORS
Economies- Knowledge
- Scale
InternalReorganizati
on
Market
Restrategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
Crisis
Step 8.
STEP 8. REDESIGN YOUR ORGANIZATION
Economies- Knowledge
- Scale
InternalReorganizati
on
Market
Restrategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
Step 9.
Crisis
STEP 9. REORGANIZE YOUR ALLIANCES
Economies- Knowledge
- Scale
InternalReorganizati
on
Market
Restrategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
Step
10.
STEP 10. REFINANCE YOUR COMPANY
Economies- Knowledge
- Scale
InternalReorganizati
on
Market
Restrategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
FinanceCommunicatio
n
Time
Geography
futurepastpresent
RESULTING IN A RESTRATEGIZED COMPANY
OR TO PUT IT IN LESS WORDS:
TO GO FROM HERE…
A COMPANY IN AN ECONOMIC CRISIS
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Strategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
Finance
Communication
CrisisCrisis
Crisis
Crisis
CrisisCrisis
CrisisCrisis
Time
Geography
futurepastpresent
…TO HERE:
Economies- Knowledge
- ScaleInternal
ReorganizationMarket
Restrategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
Finance
CommunicationSte
p 2.
Step 3
.Ste
p 4.
Step 5
.Ste
p 6.
Step 7
.
Step 8
.Ste
p 9.
Step 1
0.
Time
Geography
presentfuturepast
Economies- Knowledge
- ScaleInternal
ReorganizationMarket
Restrategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
Finance
CommunicationSte
p 2.
Step 2
.
Step 3
.Ste
p 3.
Step 4
.Ste
p 4.
Step 5
.Ste
p 5.
Step 6
.Ste
p 6.
Step 7
.Ste
p 7.
Step 8
.Ste
p 8.
Step 9
.Ste
p 9.
Step 1
0.
Step 1
0.
Time
Geography
presentfuturepast
A RESTRATEGIZED COMPANY
GOT IT?
ONCE MORE.
A COMPANY IN AN ECONOMIC CRISIS
Economies- Knowledge
- ScaleInternal
OrganizationMarket
Strategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
Finance
Communication
CrisisCrisis
Crisis
Crisis
CrisisCrisis
CrisisCrisis
Time
Geography
futurepastpresent
Economies- Knowledge
- ScaleInternal
ReorganizationMarket
Restrategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
Finance
CommunicationSte
p 2.
Step 3
.Ste
p 4.
Step 5
.Ste
p 6.
Step 7
.
Step 8
.Ste
p 9.
Step 1
0.
Time
Geography
presentfuturepast
Economies- Knowledge
- ScaleInternal
ReorganizationMarket
Restrategy Opportunities and threats
Align
Design
Design
Mission
Leadership
Vision
Value proposition
CompetitionAlliances
Finance
CommunicationSte
p 2.
Step 2
.
Step 3
.Ste
p 3.
Step 4
.Ste
p 4.
Step 5
.Ste
p 5.
Step 6
.Ste
p 6.
Step 7
.Ste
p 7.
Step 8
.Ste
p 8.
Step 9
.Ste
p 9.
Step 1
0.
Step 1
0.
Time
Geography
presentfuturepast
A RESTRATEGIZED COMPANY
I KNOW.
TOO MUCH.
TOO FAST.
REWIND.
IT TAKES TEN STEPS TO ADAPT TO AN ECONOMIC CRISIS.
REALIZEYOU ARE IN AN ECONOMIC CRISIS
STEP 1
UPDATED AND EXPANDED
FINANCIAL MARKETS ARE IN A CRISIS.
TRUSTSALES
PROFIT
past
present
past
present
past
present
LEADING TO A CRISIS IN BUSINESS-TO-BUSINESS MARKETS...
BUSINESS TRUST, SALES AND
PROFIT AREDOWN
OWN
WN N
…AND BUSINESS-TO-CONSUMER MARKETS AS WELL.
WHERE CONSUMER
TRUST, SALES AND PROFIT
USED TO BE IN THE PAST
HERE
WHERE CONSUMER
TRUST, SALES AND
PROFITPRESENTLY ARE
HERE
YOUR ORGANIZATION WILL BE IN CRISIS AS A RESULT…
WE WILL BE FINE!
CRIS
IS
BUSI
NES
S AS
USU
AL
PRESENT
PAST
WE NEED BETTER
MARKETING!
CRIS
IS
BUSI
NES
S AS
USU
AL
PRESENT
PAST
WE NEED BETTER MARKETING!
WE NEED TO COOPERATE WITH OUR SUPPLIERS!
WE NEED BETTER
MARKETING!
CRIS
IS
BUSI
NES
S AS
USU
AL
PRESENT
PAST
WE NEED TO COOPERATE WITH OUR SUPPLIERS!
WE NEED TO OUTSOURCE
OUR IT!
WE NEED TO COOPERATE WITH OUR SUPPLIERS!
WE NEED BETTER
MARKETING!
BUSI
NES
S AS
USU
AL
PRESENT
PAST
WE NEED TO OUTSOURCE OUR IT!
WE NEED TO OUTSOURCE
OUR IT!
WE NEED TO CANCEL OUR
TRAINING PROGRAMMES
!
WE NEED TO COOPERATE WITH OUR SUPPLIERS!
WE NEED BETTER
MARKETING!
BUSI
NES
S AS
USU
AL
PRESENT
PAST
WE NEED TO CANCEL OUR TRAINING PROGRAMMES!
WE NEED TO OUTSOURCE
OUR IT!
WE NEED TO CANCEL OUR
TRAINING PROGRAMMES
!
WE NEED TO COOPERATE WITH OUR SUPPLIERS!
WE NEED BETTER
MARKETING!WE NEED TO
MAKE SURE OUR STAFF WILL
STAY!
BUSI
NES
S AS
USU
AL
PRESENT
PAST
WE NEED TO MAKE SURE OUR STAFF WILL STAY!
WE NEED TO OUTSOURCE
OUR IT!
WE NEED TO CANCEL OUR
TRAINING PROGRAMMES
!
WE NEED TO COOPERATE WITH OUR SUPPLIERS!
WE NEED BETTER
MARKETING!
WE NEED TO SIMPLIFY
OUR PORTFOLIO!
WE NEED TO MAKE SURE OUR
STAFF WILL STAY!
CRIS
IS
BUSI
NES
S AS
USU
AL
PRESENT
PAST
WE NEED TO SIMPLIFY OUR PORTFOLIO!
WE NEED TO
INNOVATE!
WE NEED TO OUTSOURCE
OUR IT!
WE NEED TO CANCEL OUR
TRAINING PROGRAMMES
!
WE NEED TO COOPERATE WITH OUR SUPPLIERS!
WE NEED BETTER
MARKETING!
WE NEED TO SIMPLIFY
OUR PORTFOLIO!
WE NEED TO MAKE SURE OUR
STAFF WILL STAY!
CRIS
IS
BUSI
NES
S AS
USU
AL
PRESENT
PAST
WE NEED TO INNOVATE!
WE NEED TO REDUCE OUR WORKFORCE!
WE NEED TO
INNOVATE!
WE NEED TO OUTSOURCE
OUR IT!
WE NEED TO CANCEL OUR
TRAINING PROGRAMMES
!
WE NEED TO COOPERATE WITH OUR SUPPLIERS!
WE NEED BETTER
MARKETING!
WE NEED TO SIMPLIFY
OUR PORTFOLIO!
WE NEED TO MAKE SURE OUR
STAFF WILL STAY!
CRIS
IS
BUSI
NES
S AS
USU
AL
PRESENT
PAST
WE NEED TO REDUCE OUR WORKFORCE!
WE NEED TO OFFER
DISCOUNTS!
WE NEED TO REDUCE OUR WORKFORCE!
WE NEED TO
INNOVATE!
WE NEED TO OUTSOURCE
OUR IT!
WE NEED TO CANCEL OUR
TRAINING PROGRAMMES
!
WE NEED TO COOPERATE WITH OUR SUPPLIERS!
WE NEED BETTER
MARKETING!
WE NEED TO SIMPLIFY
OUR PORTFOLIO!
WE NEED TO MAKE SURE OUR
STAFF WILL STAY!
CRIS
IS
BUSI
NES
S AS
USU
AL
PRESENT
PAST
WE NEED TO OFFER DISCOUNTS!
WE NEED TO OFFER
DISCOUNTS!
WE NEED TO REDUCE OUR WORKFORCE!
WE NEED TO
INNOVATE!
WE NEED TO OUTSOURCE
OUR IT!
WE NEED ADDITIONAL RESOURCES!
WE NEED TO CANCEL OUR
TRAINING PROGRAMMES
!
WE NEED TO COOPERATE WITH OUR SUPPLIERS!
WE NEED BETTER
MARKETING!
WE NEED TO SIMPLIFY
OUR PORTFOLIO!
WE NEED TO MAKE SURE OUR
STAFF WILL STAY!
CRIS
IS
BUSI
NES
S AS
USU
AL
PRESENT
PAST
WE NEED ADDITIONAL RESOURCES!
WE NEED TO CUT COSTS!
WE NEED TO OFFER
DISCOUNTS!
WE NEED TO REDUCE OUR WORKFORCE!
WE NEED TO
INNOVATE!
WE NEED TO OUTSOURCE
OUR IT!
WE NEED ADDITIONAL RESOURCES!
WE NEED TO CANCEL OUR
TRAINING PROGRAMMES
!
WE NEED TO COOPERATE WITH OUR SUPPLIERS!
WE NEED BETTER
MARKETING!
WE NEED TO SIMPLIFY
OUR PORTFOLIO!
WE NEED TO MAKE SURE OUR
STAFF WILL STAY!
CRIS
IS
BUSI
NES
S AS
USU
AL
PRESENT
PAST
WE NEED TO CUT COSTS!
WE NEED TO CUT COSTS!
WE NEED TO OFFER
DISCOUNTS!
WE NEED TO REDUCE OUR WORKFORCE!
WE NEED TO
INNOVATE!
WE NEED TO OUTSOURCE
OUR IT!
WE NEED ADDITIONAL RESOURCES!
WE NEED TO CANCEL OUR
TRAINING PROGRAMMES
!
WE NEED TO COOPERATE WITH OUR SUPPLIERS!
WE NEED BETTER
MARKETING!
WE NEED TO FOCUS ON SALES!
WE NEED TO SIMPLIFY
OUR PORTFOLIO!
WE NEED TO MAKE SURE OUR
STAFF WILL STAY!
CRIS
IS
BUSI
NES
S AS
USU
AL
PRESENT
PAST
WE NEED TO FOCUS ON SALES!
WE NEED TO STAY CALM!
WE NEED TO CUT COSTS!
WE NEED TO OFFER
DISCOUNTS!
WE NEED TO REDUCE OUR WORKFORCE!
WE NEED TO
INNOVATE!
WE NEED TO OUTSOURCE
OUR IT!
WE NEED ADDITIONAL RESOURCES!
WE NEED TO CANCEL OUR
TRAINING PROGRAMMES
!
WE NEED TO COOPERATE WITH OUR SUPPLIERS!
WE NEED BETTER
MARKETING!
WE NEED TO FOCUS ON SALES!
WE NEED TO SIMPLIFY
OUR PORTFOLIO!
WE NEED TO MAKE SURE OUR
STAFF WILL STAY!
CRIS
IS
BUSI
NES
S AS
USU
AL
PRESENT
PAST
WE NEED TO STAY CALM!
WE NEED TO STAY CALM!
WE NEED TO CUT COSTS!
WE NEED TO OFFER
DISCOUNTS!
WE NEED TO REDUCE OUR WORKFORCE!
WE NEED TO
INNOVATE!
WE NEED TO OUTSOURCE
OUR IT!
WE NEED ADDITIONAL RESOURCES!
WE NEED TO CANCEL OUR
TRAINING PROGRAMMES
!
WE NEED TO COOPERATE WITH OUR SUPPLIERS!
WE NEED BETTER
MARKETING!
WE NEED MORE
CONTROL!
WE NEED TO FOCUS ON SALES!
WE NEED TO SIMPLIFY
OUR PORTFOLIO!
WE NEED TO MAKE SURE OUR
STAFF WILL STAY!
CRIS
IS
BUSI
NES
S AS
USU
AL
PRESENT
PAST
WE NEED MORE CONTROL!
WE NEED TO STAY CALM!
WE NEED TO CUT COSTS!
WE NEED TO OFFER
DISCOUNTS!
WE NEED TO REDUCE OUR WORKFORCE!
WE NEED TO
INNOVATE!
WE DON’T KNOW
WHAT TO DO!
WE NEED TO OUTSOURCE
OUR IT!
WE NEED ADDITIONAL RESOURCES!
WE NEED TO CANCEL OUR
TRAINING PROGRAMMES
!
WE NEED TO COOPERATE WITH OUR SUPPLIERS!
WE NEED BETTER
MARKETING!
WE NEED MORE
CONTROL!
WE NEED TO FOCUS ON SALES!
WE NEED TO SIMPLIFY
OUR PORTFOLIO!
WE NEED TO MAKE SURE OUR
STAFF WILL STAY!
CRIS
IS
BUSI
NES
S AS
USU
AL
PRESENT
PAST
…AND THAT MAKES A LEADERSHIP CRISIS MORE LIKELY.
NOW HERE’S THE THING.
TO ADAPT, YOU WILL FIRST HAVE TO REALIZE.
SO, HERE WE GO.
ECONOMICCRISISNEXT SLIDE WILL HELP YOU REALIZE
YOUR COMPANY IS IN AN
ECONOMICCRISIS
PREVIOUS SLIDE WILL HELP YOU REALIZE
YOUR COMPANY IS IN AN
SORRY ABOUT THAT.
BUT NOW YOU REALIZE.
YOUR COMPANY IS IN AN ECONOMIC CRISIS.
REDEFINEYOUR LEADERSHIP
STEP 2
UPDATED AND EXPANDED
LET’S EXAMINE YOUR LEADERSHIP.
IS YOUR LEADERSHIP ABOUT
PROTECTING AND SUPPORTING?
IS IT ALL ABOUT
COMMUNICATING, COACHING AND MOTIVATING?
OR BOTH?
ARE THE LEADERSHIP RULES FROM THE BOOKS…DEFINE SHARED OBJECTIVES
ESTABLISH SHARED VALUES AND BELIEVES
PERCEIVE INDIVIDUAL OBJECTIVES SECONDARY TO TEAM OBJECTIVES
RECOGNIZE DISTRIBUTED LEADERSHIP
IDENTIFY ADAPTATONS TO COMPANY ENVIRONMENT
ETC.
ARE THE LEADERSHIP RULES FROM THE BOOKS…DEFINE SHARED OBJECTIVES
ESTABLISH SHARED VALUES AND BELIEVES
PERCEIVE INDIVIDUAL OBJECTIVES SECONDARY TO TEAM OBJECTIVES
RECOGNIZE DISTRIBUTED LEADERSHIP
IDENTIFY ADAPTATONS TO COMPANY ENVIRONMENT
ETC.
…THE SAME AS THE RULES FROM YOUR PRACTICE?
THE BOOKS TELL YOU TO SHARE, DISTRIBUTE AND ADAPT.
HOWEVER, THE BOOKS DO NOT LEAD COMPANIES.
(LUCKILY)
PEOPLE LEAD COMPANIES.
SO WHAT ABOUT… DEALING WITH
GRIEFFEARPAIN SADNESS CONCERN SORROWETC.
SO WHAT ABOUT… DEALING WITH
GRIEFFEARPAIN SADNESS CONCERN SORROWETC.
EMPLOYEES AS HUMANSPERSPECTIVE
AND HOW ABOUT
REESTABLISHING ONGOING AND
DISCIPLINED CLIENT ATTENTION…
AND HOW ABOUT
REESTABLISHING ONGOING AND
DISCIPLINED CLIENT ATTENTION…
CLIENTS AS
GOLDFISH
PERSPECTIVE
…BY DELEGATING ACTIONS TO OPERATIONS
WHILE RETAINING CENTRALIZED LEADERSHIP.
…BY DELEGATING ACTIONS TO OPERATIONS
WHILE RETAINING CENTRALIZED LEADERSHIP.
DOESN’T THAT SOUND LIKE A GREAT IDEA?
MANAGERS AS
SHEEPDOG
PERSPECTIVE
IN AN ECONOMIC CRISIS…
…THERE IS A LOT TO ASK FROM YOUR LEADERSHIP.
AND UNLESS YOU HAVE SUPER HUMAN POWERS…
… A REDEFINITION IS ASKED FOR.
A REDEFINITION CALLS FOR HUMAN CREATIVITY.
A REDEFINITION CALLS FOR HUMAN CREATIVITY.
CREATIVITY IS AS MUCH ABOUT BOUNDARIES AS IT IS ABOUT LIBERTIES.IN A CRISIS, LEADERS BOTH RESET BOUNDARIES AND RECREATE LIBERTIES.
A REDEFINITION CALLS FOR HUMAN CREATIVITY.
CREATIVITY IS AS MUCH ABOUT BOUNDARIES AS IT IS ABOUT LIBERTIES.IN A CRISIS, LEADERS BOTH RESET BOUNDARIES AND RECREATE LIBERTIES.
EMPLOYEES WILL KEEP TO BOUNDARIES WHEN THEY FEEL RESPECTED EMPLOYEES WILL UTILIZE LIBERTIES WHEN THEY FEEL TRUSTED
A REDEFINITION CALLS FOR HUMAN CREATIVITY.
CREATIVITY IS AS MUCH ABOUT BOUNDARIES AS IT IS ABOUT LIBERTIES.IN A CRISIS, LEADERS BOTH RESET BOUNDARIES AND RECREATE LIBERTIES.
EMPLOYEES WILL KEEP TO BOUNDARIES WHEN THEY FEEL RESPECTED EMPLOYEES WILL UTILIZE LIBERTIES WHEN THEY FEEL TRUSTED
CREATIVITY BY DEFINITION CANNOT BE FOUND IN THE MINDS OF YOUR CURRENT BOARD ROOM MEMBERS, IT CAN BE FOUND IN THE MINDS OF YOUR MOST CUTTING, REBELLIOUS AND INNOVATIVE EMPLOYEES.
!!
A REDEFINITION CALLS FOR HUMAN CREATIVITY.
CREATIVITY IS AS MUCH ABOUT BOUNDARIES AS IT IS ABOUT LIBERTIES.IN A CRISIS, LEADERS BOTH RESET BOUNDARIES AND RECREATE LIBERTIES.
EMPLOYEES WILL KEEP TO BOUNDARIES WHEN THEY FEEL RESPECTED EMPLOYEES WILL UTILIZE LIBERTIES WHEN THEY FEEL TRUSTED
CREATIVITY BY DEFINITION CANNOT BE FOUND IN THE MINDS OF YOUR CURRENT BOARD ROOM MEMBERS, IT CAN BE FOUND IN THE MINDS OF YOUR MOST CUTTING, REBELLIOUS AND INNOVATIVE EMPLOYEES.
NEW LEADERSHIP RULE #1: RESET BOUNDARIES IN YOUR COMPANY
NEW LEADERSHIP RULE #1: RESET BOUNDARIES IN YOUR COMPANYNEW LEADERSHIP RULE #2: RECREATE LIBERTIES IN YOUR COMPANY
NEW LEADERSHIP RULE #1: RESET BOUNDARIES IN YOUR COMPANYNEW LEADERSHIP RULE #2: RECREATE LIBERTIES IN YOUR COMPANYNEW LEADERSHIP RULE #3: RESPECT AND TRUST YOUR EMPLOYEES
NEW LEADERSHIP RULE #1: RESET BOUNDARIES IN YOUR COMPANYNEW LEADERSHIP RULE #2: RECREATE LIBERTIES IN YOUR COMPANYNEW LEADERSHIP RULE #3: RESPECT AND TRUST YOUR EMPLOYEESNEW LEADERSHIP RULE #4: RESTART WITH THE UNUSUAL SUSPECTS
REESTABLISHYOUR MISSION
STEP 3
UPDATED AND EXPANDED
FIRST TO-DO FOR FRESHLY REDEFINED LEADERSHIP:
GET UP VERY EARLY
SECOND TO-DO FOR FRESHLY REDEFINED LEADERSHIP:
INVITE FUTURE STARS
THIRD TO-DO FOR FRESHLY REDEFINED LEADERSHIP:
LOCK THE ROOM
FOURTH TO-DO FOR FRESHLY REDEFINED LEADERSHIP:
HEAD FOR THE SKIES
ONCE YOU’RE IN THE ROOM HEADING FOR THE SKIES…
…OPENING WINDOWS IS A GOOD WAY TO START.
OPEN WINDOW #1 REARTICULATE YOUR COMPANY BELIEFS
OPEN WINDOW #1 REARTICULATE YOUR COMPANY BELIEFSOPEN WINDOW #2 RECONFIRM YOUR COMPANY VALUES
OPEN WINDOW #1 REARTICULATE YOUR COMPANY BELIEFSOPEN WINDOW #2 RECONFIRM YOUR COMPANY VALUESOPEN WINDOW #3 REIGNITE YOUR COMPANY PURPOSE
REESTABLISHING YOUR MISSION DETERMINES YOUR NEW BUSINESS DEFINITION AND RENEWS THE DRIVING FORCES IN YOUR COMPANY.
IT WILL GIVE YOUR MANAGERS AND EMPLOYEES NEW ENERGY.IT WILL MAKE YOU COME UP WITH NEW AND STRONG IDEAS.IT WILL REESTABLISH THE REASON WHY YOUR COMPANY EXISTS.
REVISEYOUR VISION
STEP 4
UPDATED AND EXPANDED
NOW YOU KNOW WHERE YOU ARE AGAIN.
NEXT STOP: DECIDE WHERE YOU ARE GOING.
ARE YOU GOING FOR
GOLD?
LOOKING FOR
BLACK SWANS?
OR IS IT
THE ENDOF BUSINESS AS IT USED
TO BE?
IT’S UP TO YOU.
HOWEVER…
TIMING IS EVERYTHI
NG.
BECAUSE REVISING YOUR VISION ACTUALLY MEANS…
… COMMUNICATING ABOUT YOUR IDEAS OF THE FUTURE.
THREE NOTIONS ON COMMUNICATION.
USE SIMPLIFICATION
EG. THE CONCEPT OF BIKES IN
URBAN AREAS WILL BE
REINVENTED IN THE NEXT
THREE YEARS
#1
BUT PREVENT OVER-
SIMPLIFICATION
EG. URBAN BIKES 2.0
#2
*WHAT’S RIGHT IN- OR OUTSIDE OF YOUR COMPANY IS ALWAYS DEPENDENT ON THE RECEIVING PARTY.
TO COMMUNICATE
YOUR VISION
USETHE RIGHT* MESSAGEWITH
THE RIGHT* MEDIUM
AND THE RIGHT* TIMING
#3
RETHINKHOW YOU COMMUNICATE IN YOUR MARKET
STEP 5
UPDATED AND EXPANDED
NOW YOU KNOW WHERE YOU ARE GOING AGAIN.
TIME TO COMMUNICATE IN YOUR MARKET.
ESSENTIALS IN MARKET
COMMUNICATION
NEW
IN EFFECTIVE MARKET COMMUNICATION…
… THERE ARE TWO NEW ESSENTIALS.
TECHNOLOGYNEW
CLIENTS EXPECT MARKET LEADERS AND ESTABLISHED PLAYERS TO FOLLOW TRENDS IN TECHNOLOGY.
CLIENTS EXPECT MARKET LEADERS AND ESTABLISHED PLAYERS TO FOLLOW TRENDS IN TECHNOLOGY. ON THE OTHER HAND, TECHNOLOGY IS ONE SIDE OF THE NEWCOMERS’ TACTICS TO WINNING MARKET SHARE.
CLIENTS EXPECT MARKET LEADERS AND ESTABLISHED PLAYERS TO FOLLOW TRENDS IN TECHNOLOGY. ON THE OTHER HAND, TECHNOLOGY IS ONE SIDE OF THE NEWCOMERS’ TACTICS TO WINNING MARKET SHARE.THE OTHER SIDE IS…
DESIGNNEW
DESIGN IS CONSTANTLY GAINING INTEREST. INTERACTION IS THE REASON WHY.
DESIGN IS CONSTANTLY GAINING INTEREST. INTERACTION IS THE REASON WHY. DESIGNING IS THE NEW SCOPING IN COMMUNICATION.
DESIGN IS CONSTANTLY GAINING INTEREST. INTERACTION IS THE REASON WHY. DESIGNING IS THE NEW SCOPING IN COMMUNICATION. IT’S NO LONGER ABOUT WHO YOU WANT TO TALK TO… IT’S ABOUT WHO WANTS TO LISTEN.
REDEFINEYOUR VALUE PROPOSITION
STEP 6
UPDATED AND EXPANDED
THINK OF TECHNOLOGY AND DESIGN SOME MORE.
WHERE ARE THEY IN YOUR VALUE PROPOSITION?
DO YOU USE TECHNOLOGY AND
DESIGN TO ENHANCE
EFFICIENCY (SUITABILITY) IN
YOUR OPERATIONS?#1
IF YOU ANSWERED YES TO QUESTION #1…
… MORE VALUE DEMANDS MORE SCALE.
DO YOU USE TECHNOLOGY AND DESIGN TO IMPROVE EFFECTIVENESS
(PURPOSIVENESS) OF YOUR SALES EFFORTS?
#2
IF YOU ANSWERED YES TO QUESTION #2…
… MORE VALUE DEMANDS MORE KNOWLEDGE.
OR DO YOU USE
TECHNOLOGY AND DESIGN TO INNOVATE
YOUR PRODUCTS
AND SERVICES TOGETHER WITH YOUR CLIENTS?#3
IF YOU ANSWERED YES TO QUESTION #3…
… YOUR CLIENTS ARE CREATING THE VALUE.
CLIENTS DECIDE WHETHER OR NOT YOU ARE DELIVERING VALUE FOR MONEY. THAT’S WHY WE CALL IT PERCEIVED
VALUE.
CLIENTS DECIDE WHETHER OR NOT YOU ARE DELIVERING VALUE FOR MONEY. THAT’S WHY WE CALL IT PERCEIVED
VALUE. PS. CLIENTS ARE EMOTIONAL BEINGS THAT TEND TO
PRETEND THEY ARE RATIONAL DECISION MAKERS (…BUT REALLY THEY’RE NOT!)
IT’S THE
CLIENTSTUPID!
REDISTINGUISHYOURSELF FROM YOUR COMPETITORS
STEP 7
UPDATED AND EXPANDED
THE COMPETITIVENESS OF YOUR REDEFINED VALUE PROPOSITION IS
DETERMINED BY YOUR…
SPEE
D
DECISIVENESS
SUSTAINABILITY
IF YOU’RE VALUE PROPOSITION IS…
EXPLICIT,
PRIORITIZED,
CONSISTENT,
COMMUNICATIVE,
AND RESPONSIBLE…
1. MAKE IT HARD TO COPY
1. MAKE IT HARD TO COPY2. MAKE IT STABLE IN VALUE
1. MAKE IT HARD TO COPY2. MAKE IT STABLE IN VALUE3. MAKE IT APPLICABLE
1. MAKE IT HARD TO COPY2. MAKE IT STABLE IN VALUE3. MAKE IT APPLICABLE4. MAKE IT SUPERIOR
THEN YOUR CLIENT WILL DEFINITIVELY…
NOW
LEAVE THE COMPETITION STUCK
IN THE DESSERT
LEAVE THE COMPETITION STUCK
IN THE DESSERT
AND IN THEFUTURE
REDESIGNYOUR ORGANIZATION
STEP 8
UPDATED AND EXPANDED
REDESIGNING YOUR ORGANIZATION AS A DESIGNER:
1. SPECIALIZE FUNCTIONS THAT ADD VALUE
2. BUILT COORDINATION IN BETWEEN
3. REALIGN BASED ON MARKET INTERACTION
4. REPOSITION TO ENABLE EMPLOYEES
5. ORGANIZE AROUND THE CLIENT
PS. THERE ARE NO RULES FOR REDESIGNING AS A DESIGNER
REORGANIZEYOUR ALLIANCES
STEP 9
UPDATED AND EXPANDED
IF YOU WANT TO COCREATE…
FORM AN ALLIANCE
IF YOU WANT TO MASS INNOVATE…
USE CROWDSOURCING
REFINANCEYOUR COMPANY
STEP 10
UPDATED AND EXPANDED
IF YOU’RE RUNNING A REVITALISED AND RENEWED BUSINESS
REFINANCING IS THE LOGICAL ENDING TO RESTRATEGIZING.
IT TOOK TEN STEPS TO ADAPT TO AN ECONOMIC CRISIS.
REMEMBER THESE QUESTIONS?
STOP FIGHTING WHO?
STARTADAPTING
TO WHAT?
LET’S CONCLUDE WITH THE ANSWERS.
1. STOP FIGHTING THE PAST.
2. START ADAPTING TO THE FUTURE.
NOW…
WHAT’S YOUR RESTRATEGY GOING TO BE?
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OUKE ARTSrestrategy consultant© 2009
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