How to restrategize your company in an economic crisis - updated and expanded

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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.

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  • How to restrategize your company in an economic crisis - updated and expanded

    1. HOW TO RESTRATEGIZE YOUR COMPANY IN AN ECONOMIC CRISIS
    2. UPDATED AND EXPANDED HOW TO RESTRATEGIZE YOUR COMPANY IN AN ECONOMIC CRISIS
    3. STOP FIGHTING.
    4. START ADAPTING.
    5. MY AIM IS TO MAKE THESE TWO MESSAGES STICK.
    6. 1. STOP FIGHTING.
    7. 2. START ADAPTING.
    8. NOW YOU MIGHT WONDER:
    9. STOP FIGHTING WHO?
    10. START ADAPTING TO WHAT?
    11. THOSE ARE GOOD QUESTIONS.
    12. HOWEVER…
    13. ...FIRST THINGS FIRST.
    14. DO YOU NEED TO RESTRATEGIZE?
    15. YOU HAVE A VISION.
    16. YOU HAVE A STRATEGY.
    17. SO YOU KNOW WHERE YOU ARE.
    18. AND YOU KNOW WHERE YOU ARE GOING.
    19. RIGHT?
    20. WRONG.
    21. WE DID NOT KNOW THIS ECONOMIC CRISIS.
    22. WE CAN ONLY ESTIMATE ITS IMPACT.
    23. YOU WILL NEED TO RESTRATEGIZE
    24. AND I WILL EXPLAIN EXACTLY WHY.
    25. BY USING A GENERAL MODEL OF A COMPANY.
    26. Market INTRODUCING A COMPANY STARTS WITH A MARKET
    27. THE FINANCIAL MARKET BEING A SPECIFIC PART OF THAT Market Finance
    28. BUT IF THERE’S NO COMPETITION… THERE’S NO MARKET Market Competition Finance
    29. A MARKET OFFERS OPPORTUNITIES AND THREATS Opportunities and threats Market Competition Finance
    30. WHICH ARE INPUT TO THE STRATEGY OF A COMPANY Opportunities and threats Market Strategy Competition Finance
    31. THIS INCLUDES A COMPANY’S MISSION AND VISION Opportunities and threats Market Strategy Mission Vision Competition Finance
    32. AND IF STRUCTURE FOLLOWS, STRATEGY DESIGNS... Market Strategy Opportunities and threats Design Mission Vision Competition Finance
    33. Opportunities and threats … THE INTERNAL ORGANIZATION OF A COMPANY Internal Organization Market Strategy Design Mission Vision Competition Finance
    34. Opportunities and threats ALIGNING IT WITH THE MARKET CLOSES THE LOOP Internal Organization Market Strategy Align Design Mission Vision Competition Finance
    35. Opportunities and threats THIS REQUIRES LEADERSHIP AND COMMUNICATION Internal Organization Market Strategy Align Design Mission Leadership Vision Competition Finance Communication
    36. Opportunities and threats IF YOU CAN’T BEAT THEM, JOIN THEM… IN AN ALLIANCE Internal Organization Market Strategy Align Design Mission Leadership Vision Competition Alliances Finance Communication
    37. A COMPANY’S CONTINUITY DEPENDS ON ECONOMIES Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Mission Leadership Vision Competition Alliances Finance Communication
    38. THESE ECONOMIES EFFECT ORGANIZATIONAL DESIGN Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Competition Alliances Finance Communication
    39. AND HAVE A LARGE IMPACT ON A VALUE PROPOSITION Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication
    40. THERE IT IS, A GENERAL MODEL OF A COMPANY.
    41. NOW LET’S PUT IT TO WORK.
    42. Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication INTRODUCING A CRISIS IN THE FINANCIAL MARKET Crisis
    43. Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication THAT LEADS TO MARKET DOWNTURN AND - CRISIS Crisis Crisis
    44. Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication FOLLOWED BY AN INTERNAL ORGANIZATION CRISIS Crisis Crisis Crisis
    45. Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication … AND POSSIBLY A LEADERSHIP CRISIS Crisis Crisis Crisis Crisis
    46. AND THERE YOU HAVE IT.
    47. A COMPANY IN AN ECONOMIC CRISIS
    48. A COMPANY IN AN ECONOMIC CRISIS Slides taken from my presentation Restrategize methodology. RECAP
    49. SO?
    50. WHAT ABOUT A REVISION?
    51. IF YOU WERE TO ACCEPT THE CRISIS AS A GIVEN…
    52. RECONSIDERING YOUR STRATEGY BECOMES A NECESSITY.
    53. RESTRATEGIZE.
    54. RESTRATEGIZE. Slides taken from my presentation Do you need to restrategize? RECAP
    55. RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATION
    56. RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATION RESTRATEGIZE ≠ MERGERS AND ACQUISITIONS
    57. RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATION RESTRATEGIZE ≠ MERGERS AND ACQUISITIONS RESTRATEGIZE ≠ GROWTH AND EXPANSION
    58. RESTRATEGIZE = HOW TO ADAPT TO AN ECONOMIC CRISIS RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATION RESTRATEGIZE ≠ MERGERS AND ACQUISITIONS RESTRATEGIZE ≠ GROWTH AND EXPANSION
    59. COMPANIES HAVE TO ADAPT TO AN ECONOMIC CRISIS…
    60. … AND RESTRATEGIZE IS HOW.
    61. RESTRATEGIZE = 10 x RE
    62. RESTRATEGIZE = 10 x RE Slides taken from my presentation How to restrategize your company in an economic crisis. RECAP
    63. IT TAKES TEN STEPS TO ADAPT TO AN ECONOMIC CRISIS.
    64. <ul><li>REALIZE YOU ARE IN AN ECONOMIC CRISIS </li></ul><ul><li>REDEFINE YOUR LEADERSHIP </li></ul><ul><li>REESTABLISH YOUR MISSION </li></ul><ul><li>REVISE YOUR VISION </li></ul><ul><li>RETHINK HOW YOU COMMUNICATE IN YOUR MARKET </li></ul><ul><li>REDEFINE YOUR VALUE PROPOSITION </li></ul><ul><li>REDISTINGUISH YOURSELF FROM YOUR COMPETITORS </li></ul><ul><li>REDESIGN YOUR ORGANIZATION </li></ul><ul><li>REORGANIZE YOUR ALLIANCES </li></ul><ul><li>REFINANCE YOUR COMPANY </li></ul>
    65. STEP 1. REALIZE YOU ARE IN AN ECONOMIC CRISIS Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication Time Geography future past present Crisis Crisis Crisis Crisis
    66. Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 2. REDEFINE YOUR LEADERSHIP Crisis Crisis Crisis Step 2.
    67. Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 3. REESTABLISH YOUR MISSION Crisis Crisis Crisis Step 3.
    68. Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 4. REVISE YOUR VISION Crisis Crisis Crisis Step 4.
    69. Economies - Knowledge - Scale Internal Organization Market Restrategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 5. RETHINK HOW YOU COMMUNICATE IN YOUR MARKET Crisis Crisis Crisis Step 5.
    70. Economies - Knowledge - Scale Internal Organization Market Restrategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 6. REDEFINE YOUR VALUE PROPOSITION Crisis Crisis Crisis Step 6.
    71. Economies - Knowledge - Scale Internal Organization Market Restrategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 7. REDISTINGUISH YOURSELF FROM YOUR COMPETITORS Crisis Crisis Step 7.
    72. Economies - Knowledge - Scale Internal Reorganization Market Restrategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 8. REDESIGN YOUR ORGANIZATION Crisis Step 8.
    73. Economies - Knowledge - Scale Internal Reorganization Market Restrategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 9. REORGANIZE YOUR ALLIANCES Step 9. Crisis
    74. Economies - Knowledge - Scale Internal Reorganization Market Restrategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 10. REFINANCE YOUR COMPANY Step 10.
    75. Economies - Knowledge - Scale Internal Reorganization Market Restrategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication Time Geography future past present RESULTING IN A RESTRATEGIZED COMPANY
    76. OR TO PUT IT IN LESS WORDS:
    77. TO GO FROM HERE…
    78. A COMPANY IN AN ECONOMIC CRISIS
    79. … TO HERE:
    80. A RESTRATEGIZED COMPANY
    81. GOT IT?
    82. ONCE MORE.
    83. A COMPANY IN AN ECONOMIC CRISIS
    84. A RESTRATEGIZED COMPANY
    85. I KNOW.
    86. TOO MUCH.
    87. TOO FAST.
    88. REWIND.
    89. IT TAKES TEN STEPS TO ADAPT TO AN ECONOMIC CRISIS.
    90. REALIZE YOU ARE IN AN ECONOMIC CRISIS STEP 1 UPDATED AND EXPANDED
    91. FINANCIAL MARKETS ARE IN A CRISIS.
    92. TRUST SALES PROFIT past present past present past present
    93. LEADING TO A CRISIS IN BUSINESS-TO-BUSINESS MARKETS...
    94. BUSINESS TRUST, SALES AND PROFIT ARE D O W N O W N W N N
    95. … AND BUSINESS-TO-CONSUMER MARKETS AS WELL.
    96. WHERE CONSUMER TRUST, SALES AND PROFIT USED TO BE IN THE PAST HERE
    97. WHERE CONSUMER TRUST, SALES AND PROFIT PRESENTLY ARE HERE
    98. YOUR ORGANIZATION WILL BE IN CRISIS AS A RESULT…
    99. WE WILL BE FINE! CRISIS BUSINESS AS USUAL PRESENT PAST
    100. WE NEED BETTER MARKETING! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED BETTER MARKETING!
    101. WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO COOPERATE WITH OUR SUPPLIERS!
    102. WE NEED TO OUTSOURCE OUR IT! WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! BUSINESS AS USUAL PRESENT PAST WE NEED TO OUTSOURCE OUR IT!
    103. WE NEED TO OUTSOURCE OUR IT! WE NEED TO CANCEL OUR TRAINING PROGRAMMES! WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! BUSINESS AS USUAL PRESENT PAST WE NEED TO CANCEL OUR TRAINING PROGRAMMES!
    104. 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! BUSINESS AS USUAL PRESENT PAST WE NEED TO MAKE SURE OUR STAFF WILL STAY!
    105. 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! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO SIMPLIFY OUR PORTFOLIO!
    106. 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! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO INNOVATE!
    107. 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! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO REDUCE OUR WORKFORCE!
    108. 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! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO OFFER DISCOUNTS!
    109. 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! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED ADDITIONAL RESOURCES!
    110. 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! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO CUT COSTS!
    111. 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! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO FOCUS ON SALES!
    112. 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! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO STAY CALM!
    113. 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! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED MORE CONTROL!
    114. 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! CRISIS BUSINESS AS USUAL PRESENT PAST
    115. … AND THAT MAKES A LEADERSHIP CRISIS MORE LIKELY.
    116. NOW HERE’S THE THING.
    117. TO ADAPT, YOU WILL FIRST HAVE TO REALIZE.
    118. SO, HERE WE GO.
    119. ECONOMIC CRISIS NEXT SLIDE WILL HELP YOU REALIZE YOUR COMPANY IS IN AN
    120. ECONOMIC CRISIS PREVIOUS SLIDE WILL HELP YOU REALIZE YOUR COMPANY IS IN AN
    121. SORRY ABOUT THAT.
    122. BUT NOW YOU REALIZE.
    123. YOUR COMPANY IS IN AN ECONOMIC CRISIS.
    124. REDEFINE YOUR LEADERSHIP STEP 2 UPDATED AND EXPANDED
    125. LET’S EXAMINE YOUR LEADERSHIP.
    126. IS YOUR LEADERSHIP ABOUT PROTECTING AND SUPPORTING?
    127. IS IT ALL ABOUT COMMUNICATING, COACHING AND MOTIVATING?
    128. OR BOTH?
    129. 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.
    130. 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?
    131. THE BOOKS TELL YOU TO SHARE, DISTRIBUTE AND ADAPT.
    132. HOWEVER, THE BOOKS DO NOT LEAD COMPANIES.
    133. (LUCKILY)
    134. PEOPLE LEAD COMPANIES.
    135. SO WHAT ABOUT… DEALING WITH GRIEF FEAR PAIN SADNESS CONCERN SORROW ETC.
    136. SO WHAT ABOUT… DEALING WITH GRIEF FEAR PAIN SADNESS CONCERN SORROW ETC. EMPLOYEES AS HUMANS PERSPECTIVE
    137. AND HOW ABOUT REESTABLISHING ONGOING AND DISCIPLINED CLIENT ATTENTION…
    138. AND HOW ABOUT REESTABLISHING ONGOING AND DISCIPLINED CLIENT ATTENTION… CLIENTS AS GOLDFISH PERSPECTIVE
    139. … BY DELEGATING ACTIONS TO OPERATIONS WHILE RETAINING CENTRALIZED LEADERSHIP.
    140. … BY DELEGATING ACTIONS TO OPERATIONS WHILE RETAINING CENTRALIZED LEADERSHIP. DOESN’T THAT SOUND LIKE A GREAT IDEA? MANAGERS AS SHEEPDOG PERSPECTIVE
    141. IN AN ECONOMIC CRISIS…
    142. … THERE IS A LOT TO ASK FROM YOUR LEADERSHIP.
    143. AND UNLESS YOU HAVE SUPER HUMAN POWERS…
    144. … A REDEFINITION IS ASKED FOR.
    145. A REDEFINITION CALLS FOR HUMAN CREATIVITY.
    146. 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.
    147. 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
    148. 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.
    149. ! ! 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.
    150. NEW LEADERSHIP RULE #1: RESET BOUNDARIES IN YOUR COMPANY
    151. NEW LEADERSHIP RULE #1: RESET BOUNDARIES IN YOUR COMPANY NEW LEADERSHIP RULE #2: RECREATE LIBERTIES IN YOUR COMPANY
    152. NEW LEADERSHIP RULE #1: RESET BOUNDARIES IN YOUR COMPANY NEW LEADERSHIP RULE #2: RECREATE LIBERTIES IN YOUR COMPANY NEW LEADERSHIP RULE #3: RESPECT AND TRUST YOUR EMPLOYEES
    153. NEW LEADERSHIP RULE #1: RESET BOUNDARIES IN YOUR COMPANY NEW LEADERSHIP RULE #2: RECREATE LIBERTIES IN YOUR COMPANY NEW LEADERSHIP RULE #3: RESPECT AND TRUST YOUR EMPLOYEES NEW LEADERSHIP RULE #4: RESTART WITH THE UNUSUAL SUSPECTS
    154. REESTABLISH YOUR MISSION STEP 3 UPDATED AND EXPANDED
    155. FIRST TO-DO FOR FRESHLY REDEFINED LEADERSHIP: GET UP VERY EARLY
    156. SECOND TO-DO FOR FRESHLY REDEFINED LEADERSHIP: INVITE FUTURE STARS
    157. THIRD TO-DO FOR FRESHLY REDEFINED LEADERSHIP: LOCK THE ROOM
    158. FOURTH TO-DO FOR FRESHLY REDEFINED LEADERSHIP: HEAD FOR THE SKIES
    159. ONCE YOU’RE IN THE ROOM HEADING FOR THE SKIES…
    160. … OPENING WINDOWS IS A GOOD WAY TO START.
    161. OPEN WINDOW #1 REARTICULATE YOUR COMPANY BELIEFS
    162. OPEN WINDOW #1 REARTICULATE YOUR COMPANY BELIEFS OPEN WINDOW #2 RECONFIRM YOUR COMPANY VALUES
    163. OPEN WINDOW #1 REARTICULATE YOUR COMPANY BELIEFS OPEN WINDOW #2 RECONFIRM YOUR COMPANY VALUES OPEN WINDOW #3 REIGNITE YOUR COMPANY PURPOSE
    164. 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.
    165. REVISE YOUR VISION STEP 4 UPDATED AND EXPANDED
    166. NOW YOU KNOW WHERE YOU ARE AGAIN.
    167. NEXT STOP: DECIDE WHERE YOU ARE GOING.
    168. ARE YOU GOING FOR GOLD?
    169. LOOKING FOR BLACK SWANS?
    170. OR IS IT THE END OF BUSINESS AS IT USED TO BE?
    171. IT’S UP TO YOU.
    172. HOWEVER…
    173. TIMING IS EVERYTHING.
    174. BECAUSE REVISING YOUR VISION ACTUALLY MEANS…
    175. … COMMUNICATING ABOUT YOUR IDEAS OF THE FUTURE.
    176. THREE NOTIONS ON COMMUNICATION.
    177. USE SIMPLIFICATION EG. THE CONCEPT OF BIKES IN URBAN AREAS WILL BE REINVENTED IN THE NEXT THREE YEARS #1
    178. BUT PREVENT OVER- SIMPLIFICATION EG. URBAN BIKES 2.0 #2
    179. *WHAT’S RIGHT IN- OR OUTSIDE OF YOUR COMPANY IS ALWAYS DEPENDENT ON THE RECEIVING PARTY. TO COMMUNICATE YOUR VISION USE THE RIGHT* MESSAGE WITH THE RIGHT* MEDIUM AND THE RIGHT* TIMING #3
    180. RETHINK HOW YOU COMMUNICATE IN YOUR MARKET STEP 5 UPDATED AND EXPANDED
    181. NOW YOU KNOW WHERE YOU ARE GOING AGAIN.
    182. TIME TO COMMUNICATE IN YOUR MARKET.
    183. ESSENTIALS IN MARKET COMMUNICATION NEW
    184. IN EFFECTIVE MARKET COMMUNICATION…
    185. … THERE ARE TWO NEW ESSENTIALS.
    186. TECHNOLOGY NEW
    187. CLIENTS EXPECT MARKET LEADERS AND ESTABLISHED PLAYERS TO FOLLOW TRENDS IN TECHNOLOGY.
    188. 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.
    189. 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…
    190. DESIGN NEW
    191. DESIGN IS CONSTANTLY GAINING INTEREST. INTERACTION IS THE REASON WHY.
    192. DESIGN IS CONSTANTLY GAINING INTEREST. INTERACTION IS THE REASON WHY. DESIGNING IS THE NEW SCOPING IN COMMUNICATION.
    193. 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.
    194. REDEFINE YOUR VALUE PROPOSITION STEP 6 UPDATED AND EXPANDED
    195. THINK OF TECHNOLOGY AND DESIGN SOME MORE.
    196. WHERE ARE THEY IN YOUR VALUE PROPOSITION?
    197. DO YOU USE TECHNOLOGY AND DESIGN TO ENHANCE EFFICIENCY (SUITABILITY) IN YOUR OPERATIONS? #1
    198. IF YOU ANSWERED YES TO QUESTION #1…
    199. … MORE VALUE DEMANDS MORE SCALE.
    200. DO YOU USE TECHNOLOGY AND DESIGN TO IMPROVE EFFECTIVENESS (PURPOSIVENESS) OF YOUR SALES EFFORTS? #2
    201. IF YOU ANSWERED YES TO QUESTION #2…
    202. … MORE VALUE DEMANDS MORE KNOWLEDGE.
    203. OR DO YOU USE TECHNOLOGY AND DESIGN TO INNOVATE YOUR PRODUCTS AND SERVICES TOGETHER WITH YOUR CLIENTS? #3
    204. IF YOU ANSWERED YES TO QUESTION #3…
    205. … YOUR CLIENTS ARE CREATING THE VALUE.
    206. CLIENTS DECIDE WHETHER OR NOT YOU ARE DELIVERING VALUE FOR MONEY. THAT’S WHY WE CALL IT PERCEIVED VALUE.
    207. 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 CLIENT STUPID!
    208. REDISTINGUISH YOURSELF FROM YOUR COMPETITORS STEP 7 UPDATED AND EXPANDED
    209. THE COMPETITIVENESS OF YOUR REDEFINED VALUE PROPOSITION IS DETERMINED BY YOUR…
    210. SPEED
    211. DECISIVENESS
    212. SUSTAINABILITY
    213. IF YOU’RE VALUE PROPOSITION IS…
    214. EXPLICIT,
    215. PRIORITIZED,
    216. CONSISTENT,
    217. COMMUNICATIVE,
    218. AND RESPONSIBLE…
    219. 1. MAKE IT HARD TO COPY
    220. 1. MAKE IT HARD TO COPY 2. MAKE IT STABLE IN VALUE
    221. 1. MAKE IT HARD TO COPY 2. MAKE IT STABLE IN VALUE 3. MAKE IT APPLICABLE
    222. 1. MAKE IT HARD TO COPY 2. MAKE IT STABLE IN VALUE 3. MAKE IT APPLICABLE 4. MAKE IT SUPERIOR
    223. THEN YOUR CLIENT WILL DEFINITIVELY…
    224. NOW LEAVE THE COMPETITION STUCK IN THE DESSERT
    225. LEAVE THE COMPETITION STUCK IN THE DESSERT AND IN THE FUTURE
    226. REDESIGN YOUR ORGANIZATION STEP 8 UPDATED AND EXPANDED
    227. REDESIGNING YOUR ORGANIZATION AS A DESIGNER:
    228. 1. SPECIALIZE FUNCTIONS THAT ADD VALUE
    229. 2. BUILT COORDINATION IN BETWEEN
    230. 3. REALIGN BASED ON MARKET INTERACTION
    231. 4. REPOSITION TO ENABLE EMPLOYEES
    232. 5. ORGANIZE AROUND THE CLIENT
    233. PS. THERE ARE NO RULES FOR REDESIGNING AS A DESIGNER
    234. REORGANIZE YOUR ALLIANCES STEP 9 UPDATED AND EXPANDED
    235. IF YOU WANT TO COCREATE…
    236. FORM AN ALLIANCE
    237. IF YOU WANT TO MASS INNOVATE…
    238. USE CROWDSOURCING
    239. REFINANCE YOUR COMPANY STEP 10 UPDATED AND EXPANDED
    240. IF YOU’RE RUNNING A REVITALISED AND RENEWED BUSINESS REFINANCING IS THE LOGICAL ENDING TO RESTRATEGIZING.
    241. IT TOOK TEN STEPS TO ADAPT TO AN ECONOMIC CRISIS.
    242. REMEMBER THESE QUESTIONS?
    243. STOP FIGHTING WHO?
    244. START ADAPTING TO WHAT?
    245. LET’S CONCLUDE WITH THE ANSWERS.
    246. 1. STOP FIGHTING THE PAST.
    247. 2. START ADAPTING TO THE FUTURE.
    248. NOW…
    249. WHAT’S YOUR RESTRATEGY GOING TO BE?
    250.                        Creative Commons is a non-profit that offers an alternative to full copyright. creativecommons.org PHOTO CREDITS flickr.com OUKE ARTS re strategy consultant © 2009 e-mail [email_address] twitter oukearts linkedin Ouke Arts blog restrategize.blogspot.com

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