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MckinleyWoods Structural Implications: Risks and Opportunities in Tumultuous Times 2010 MckinleyWoods Strategic Resilience
Competitive Advantage and Strategic Resilience   Today organizations must not only offer competitive differentiations, but...
re·sil·ience    (r -z l y ns) n. 1.  The ability to recover quickly from change, or misfortune; buoyancy. 2.  The property...
Opportunity and Risks are Intertwined <ul><li>Considerable opportunities lie in risks others shy away from. </li></ul><ul>...
Risk and opportunity are often managed separately with little interaction.   <ul><li>Building strategic resilience require...
A leaders dilemma: Risk Paradox <ul><li>Shifting from risk management to risk leadership mindset requires resolution of a ...
Moving from risk management to risk leadership <ul><li>Risk Management  – Inside out perspectives.  </li></ul><ul><li>Iden...
Risk Leadership   <ul><li>“Outside-in” perspectives </li></ul><ul><li>Monitoring known variables that impact vulnerabiliti...
Risk Leadership <ul><li>Rehearse the future </li></ul><ul><li>Using scenario planning and other simulation methodologies ....
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Mckinley Woods Structural Implications

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Structural Implications: Risks and Opportunities in Tumultuous Times

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Mckinley Woods Structural Implications

  1. 1. MckinleyWoods Structural Implications: Risks and Opportunities in Tumultuous Times 2010 MckinleyWoods Strategic Resilience
  2. 2. Competitive Advantage and Strategic Resilience Today organizations must not only offer competitive differentiations, but also superior strategic resilience.
  3. 3. re·sil·ience    (r -z l y ns) n. 1.  The ability to recover quickly from change, or misfortune; buoyancy. 2.  The property of a material that enables it to resume its original shape or position after being bent, stretched, or compressed; elasticity. Resilience is an ability to adapt and respond to changing conditions to achieve unique opportunities. Many once great organizations have perished over the last 3 years. And more will follow.
  4. 4. Opportunity and Risks are Intertwined <ul><li>Considerable opportunities lie in risks others shy away from. </li></ul><ul><li>New geometry of advantage pose new risks for those embracing change </li></ul><ul><li>Greater risks to those who resist it. </li></ul>
  5. 5. Risk and opportunity are often managed separately with little interaction. <ul><li>Building strategic resilience requires upgrading traditional risk management systems that are: </li></ul><ul><li>Narrowly defined. </li></ul><ul><li>Oblivious to emerging risks. </li></ul><ul><li>Overly dependent on qualitative models. </li></ul><ul><li>Too similar to confer competitive advantage </li></ul>
  6. 6. A leaders dilemma: Risk Paradox <ul><li>Shifting from risk management to risk leadership mindset requires resolution of a paradox. </li></ul><ul><li>Hence, in an increasingly transparent world rich in data, information and interpretation we are confronted by greater levels of unprecedented uncertainly and risk being overwhelmed into paralysis. </li></ul>
  7. 7. Moving from risk management to risk leadership <ul><li>Risk Management – Inside out perspectives. </li></ul><ul><li>Identifying significant strategic vulnerabilities of the organization and it’s entire value creation system. </li></ul>
  8. 8. Risk Leadership <ul><li>“Outside-in” perspectives </li></ul><ul><li>Monitoring known variables that impact vulnerabilities </li></ul><ul><li>Broader scanning of anomalies to reveal shifts not on the radar. </li></ul><ul><li>Drawing on multiple data sources: internal and external, open source information. </li></ul>
  9. 9. Risk Leadership <ul><li>Rehearse the future </li></ul><ul><li>Using scenario planning and other simulation methodologies . </li></ul>

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