we 2012 forum douglas reid
TRANSCRIPT
Objectives
•Resilience in practice•Creating future relevance
Every worry that this could be your company?
Or worse, that you can’t do anything to prevent it?
In fact, you can…
You are here.Where do you want to go next?
Does this matter?
Or this?
Or this?
Or this?
Frustrations
•Monetary policy•US economy•Border issues•Access to capital to grow•Where do we go to find new markets?•Entry to new markets (beyond US)•People and skills
Advantages
•Stable banking system•Generally good infrastructure•Space•Forgiving social climate•Can still grow with immigration•Experienced workforce•Leadership in the room•Reasonably stable government•Food producer
What world do you live in?
Customer willingness to pay
Cost of deliv
ering
what the cu
stomer buys
What outcomes
you’re being hired to create
Implementation happenprimarily by changing the allocation of resourcesconsistent with objectives
Any non‐human assetof an organization thata manager can deploy
Brands, equipment, IP, licenses, machinery, information, etc.
Money
People Skills
TimeDuration, sequence and project choices to which you apply the money and people that you have
Targets
Resources
Strategy
DOING DIFFERENTLYWITH LESS
What do we all want?
• Increasing revenues, profits and share price• Outperforming rivals• Being right
Forever…
What do we all want to avoid?
Common organizational response is to…
But how do we prepare for the known, but unpredictable?
Rseaerch icntidaes taht the oerdr of the ltteers in a wrod
dnsoe’t relaly mettar. Waht relaly mtteras is the frist and lsat
leettr in the wrod. If tehy are in the rhgit palce,
you can raed the wdors.
Actually, we can cope better than we imagine…
Source: Speed Reading for Dummies by Sutz and Weverka
The problem is how we think.
MetaphorsMental modelsCognitive biases
Belief in our ability to model the future.
What will you trade offto become resilient?
THERE IS NOPLAN B
THERE IS NOPLAN B
W
Advice
Lean may not always be attractive.
Build three types of redundancy.
Lighten up.JIT = DOA
Size isn’t everything. Remain too small to fail.
Measure differently
Deepen your moats.
Simplify
Pay for performance.But only when you’re sure it’s happened.
Build social capital. Make friends everywhere.
Design systems to limit propagation of error
Vaccinate against catastrophic failure by failing simply, often
Map your critical dependencies, including assumptions
Assign formal roles
…such as Devil’s Advocate
Call out your cognitive biases
Drive out fear. Everyone’s job is to ask “why?”
Competitive/exclusion
Distrust / judging
Stagnant / limiting
Withholding / silos
Competing / persuading
Dictate / control
Compliance / resistance
Community / inclusion
Trust / respect / appreciation
Growth / possibilities / expanding
Sharing / exploring
Wondering / innovating
Encouraging / developing
Spirit / commitment / creating
Co‐creating
Humanizing
Optimizing
Interacting
Catalyzing
Expressing
Synchronizing
How We‐Centric is Your Culture?
Source: Glaser, Creating We
Build “We” at work.
Realize this will all take time.
So why not start now?
Engagement makes you more relevant to the future…
What signals are the future sending?
Canada USA
China India
Data available here (click!)
Autonomy
Mastery
Purpose
Innovation in Business Models
Getting There…
You can’t achieve anything worthwhilethrough things that you do “reasonably well, most of the time.”
The essential questions of strategy are:
•Which of our habits are we really prepared to change, permanently and forever? •Which lifestyle changes are we really prepared to make? •What issues are we really ready to tackle?
There is no benefit in claiming to pursue a goal that everyone can tell you don’t have the guts to pursue.
Thank you!