Turbulence wasn’t confined to the recession<br />
The world  will be facing increased <br />turbulence over the next <br />decade and beyond  <br />Global Trends 2025: A Tr...
caused by leadership change in emerging markets, major policy shifts by governments<br />
Increased armed conflict<br />
Interlinked economies<br />
Budget cuts by local and national government<br />
All of which impacts on brands <br />which are also confronted with<br />
And that’s not all…<br />
Making the issue more fiery<br />
Turbulence is the NEW Normality<br />
“We postulate that turbulence, and <br />especially heightened turbulence, with its consequent chaos, risk and uncertainty...
So what brands need to do to prepare for and <br />survive, even prosper, in turbulence<br />
Realign with changing TIME<br />
Maintaining the Brand Core<br />
Changing One’s Mindset!<br />
Reevaluating the Brand positioning<br />
Having Conversation<br />
Bullshit … make it simple man<br />
Brand Core is…<br />What a Brand does?<br />
To solve unsolved problems innovatively <br />
To experience the joy of advancing and applying technology for the benefit of the public<br />
A brand’s core can be changed over <br />time but it must not be rushed and <br />never at time of heightened <br />turbul...
“Companies that enjoy enduring <br />success have core values and a core <br />purpose that remain fixed while their <br /...
Changing One’s Mindset!<br />
one that accepts that we can’t predict the future and should concentrate on being flexible enough to successfully engage i...
All  one can do is to give yourself the capacity to respond to the only certainty in life - which is uncertainty. The crea...
Capacity  for uncertainty” is the concept of scenario planning<br />
Scenario planning helps <br />us deal with uncertainty and <br />plot realistic alternative futures<br />
Scenarios allow us to see beyond the obvious<br />
Different approaches<br />
Seek diverse, expert opinion within and outside the organization.<br />
Identify the question that you want <br />answered and gather the information.<br />
Identify the drivers that influence events and compose realistic plots for the scenarios.<br />
Engage in ongoing strategic conversations and constantly test the scenarios.<br />
and avoid panic when the future deals a bad hand<br />
Positioning a brand is relevant to <br />competitors and consumers in the market <br />
Turbulence tends to upset the positioning<br />
Your clients and your staff want to <br />hear from you and be reassured<br />
Management Presentations Series<br />Thank You!<br />You can reach me at:<br />Vinod.kr.sharma@gmail.com<br />
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Turbulance the new normality

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Turbulance the new normality

  1. 1.
  2. 2. Turbulence wasn’t confined to the recession<br />
  3. 3. The world will be facing increased <br />turbulence over the next <br />decade and beyond <br />Global Trends 2025: A Transformed World<br />released by the National Intelligence Council<br />
  4. 4. caused by leadership change in emerging markets, major policy shifts by governments<br />
  5. 5. Increased armed conflict<br />
  6. 6. Interlinked economies<br />
  7. 7. Budget cuts by local and national government<br />
  8. 8. All of which impacts on brands <br />which are also confronted with<br />
  9. 9.
  10. 10.
  11. 11. And that’s not all…<br />
  12. 12.
  13. 13. Making the issue more fiery<br />
  14. 14. Turbulence is the NEW Normality<br />
  15. 15. “We postulate that turbulence, and <br />especially heightened turbulence, with its consequent chaos, risk and uncertainty, is now the normal conditions of industries, <br />markets and companies”<br />Philip Kotler<br />
  16. 16. So what brands need to do to prepare for and <br />survive, even prosper, in turbulence<br />
  17. 17. Realign with changing TIME<br />
  18. 18. Maintaining the Brand Core<br />
  19. 19. Changing One’s Mindset!<br />
  20. 20. Reevaluating the Brand positioning<br />
  21. 21. Having Conversation<br />
  22. 22. Bullshit … make it simple man<br />
  23. 23. Brand Core is…<br />What a Brand does?<br />
  24. 24. To solve unsolved problems innovatively <br />
  25. 25. To experience the joy of advancing and applying technology for the benefit of the public<br />
  26. 26. A brand’s core can be changed over <br />time but it must not be rushed and <br />never at time of heightened <br />turbulence <br />
  27. 27. “Companies that enjoy enduring <br />success have core values and a core <br />purpose that remain fixed while their <br />business strategies and practices <br />endlessly adapt to a changing world”<br />
  28. 28. Changing One’s Mindset!<br />
  29. 29. one that accepts that we can’t predict the future and should concentrate on being flexible enough to successfully engage it, in whatever form it may take<br />
  30. 30. All one can do is to give yourself the capacity to respond to the only certainty in life - which is uncertainty. The creation of that capability is the purpose of strategy<br />
  31. 31. Capacity for uncertainty” is the concept of scenario planning<br />
  32. 32. Scenario planning helps <br />us deal with uncertainty and <br />plot realistic alternative futures<br />
  33. 33. Scenarios allow us to see beyond the obvious<br />
  34. 34.
  35. 35. Different approaches<br />
  36. 36. Seek diverse, expert opinion within and outside the organization.<br />
  37. 37. Identify the question that you want <br />answered and gather the information.<br />
  38. 38. Identify the drivers that influence events and compose realistic plots for the scenarios.<br />
  39. 39. Engage in ongoing strategic conversations and constantly test the scenarios.<br />
  40. 40. and avoid panic when the future deals a bad hand<br />
  41. 41.
  42. 42. Positioning a brand is relevant to <br />competitors and consumers in the market <br />
  43. 43. Turbulence tends to upset the positioning<br />
  44. 44.
  45. 45.
  46. 46. Your clients and your staff want to <br />hear from you and be reassured<br />
  47. 47.
  48. 48. Management Presentations Series<br />Thank You!<br />You can reach me at:<br />Vinod.kr.sharma@gmail.com<br />

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