From Resilience to Relevance Douglas Reid email@example.com reidthis.ca @douglasreid
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?
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?
Custo willin mer gness to pa What y outcomes you’re being hired to create ring s elive buy d Co st of tomer e cus w hat th
Implementation happen primarily by changing the allocation of resourcesconsistent with objectives
MoneyBrands, equipment, IP, licenses, machinery, information, etc. Any non‐human asset of an organization that a manager can deploy
TimeDuration, sequence and project choices to which you apply the money and people that you have
DOING DIFFERENTLY WITH 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?
Actually, we can cope better than we imagine…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.Source: Speed Reading for Dummies by Sutz and Weverka
The problem is how we think.MetaphorsMental modelsCognitive biasesBelief in our ability to model the future.
What will you trade off to become resilient?
THERE IS NOPLAN B
THERE IS NOWPLAN B
Lean may not always be attractive. Build three types of redundancy.
Lighten up.JIT = DOA
Size isn’t everything. Remain too small to fail.
Deepen your moats.
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?”
Build “We” at work. How We‐Centric is Your Culture? Competitive/exclusion Co‐creating Community / inclusion Distrust / judging Humanizing Trust / respect / appreciation Stagnant / limiting Optimizing Growth / possibilities / expanding Withholding / silos Interacting Sharing / exploring Competing / persuading Catalyzing Wondering / innovating Dictate / control Expressing Encouraging / developing Compliance / resistance Synchronizing Spirit / commitment / creatingSource: Glaser, Creating We
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 USAChina India Data available here (click!)
Innovation in Business Models
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.
Douglas Reiddouglas.firstname.lastname@example.org reidthis.ca @douglasreid