During periods recession companies move away from innovation and expansion to: Stick to the knitting; back to basics; focus; look for low hanging fruit; downsize; cut the slack; cut costs and optimize everything. All of this puts C-Level managers under pressure and after a prolonged period leaves them ill equipped to make all the changes for recovery. At the same time; good people have left the company, and those that can have retired! Those remaining are wary of taking any risks, are neot generally innovators, and just want a safe and stable existence. Add to all this the migration to an unstable and chaotic world of networked people and things, and no wonder managers are tired, stressed and struggling. So what can they

1. The ‘C Level’
Management
Balancing
Act
T
t
D
Peter Cochrane
cochrane.org.uk
COCHRANE
a s s o c i a t e s
ca-global.org
Friday, 27 September 13

2. Why are managers
and management
systems so:
- Exhausted ?
- Ineffective ?
- Insecure ?
- Stressed ?
- Unsure ?
...and a growing
internal risk to
their companies ?
Friday, 27 September 13

3. - Stick to the knitting
- Back to basics
- Cut the slack
- Cut costs
- Optimise
During recessional times:
Don’t look up
Quick wins
Play safe
Cut back
Focus,Focus...
Friday, 27 September 13

4. The Casualties
Travel
Training
Education
R&D Innovation
Investment & Confidence
Friday, 27 September 13

5. Perhaps even worse...
Early
retirement
sees
scarce
skills
sacrificed
Good
people
leave
People
play
safe
focus
on
survival
Moral
suffers
people
become
downbeat
Friday, 27 September 13

6. But technology and
change continued to
a c c e l e r a t e . . .
Friday, 27 September 13

7. Innovation
A distant memory ?
Certainly a current necessity !
Friday, 27 September 13

8. The last 8 years
Text
BYOD
Clouds
Social
Networks
StuxNet
3D
Printing
Genetic
Programming
Smarts
Mobility
AI
Tablets
Apps
Anonymity
Nets
AR
Flkr
Twitter
AL
Friday, 27 September 13

9. Even worse - the world
got complex in the
mathematical sense !!
Friday, 27 September 13

10. Connectivity, networking and the removal
of delay have created a chaotic business,
working and living environment...
Friday, 27 September 13

11. We are talking
buttefly wings
causing storms
1000km away...
Mathematical chaos with
counter intuitive outcomes
and unintended consequences
Friday, 27 September 13

12. The solution ?
Detailed modeling
Accurate data
War Gaming
Artificial Intellingence
Computer Simulation
Monte CarloTrials
DecisionTesting
Big Data
Friday, 27 September 13

13. Simple
mangement
seldom
work
thinking
Models
premise
and are
Dangerous
Achieve
objectives
Friday, 27 September 13

14. The solution ?
Initial Actions ?
Reduce efficiency - create some slackDiversify business - create some resiliance
Identify, recruit, empower - innovators
Reduce focus
and be holistic !
Friday, 27 September 13

15. The solution ?
Initial Actions ?
Reduce efficiency - create some slackDiversify business - create some resiliance
Identify, recruit, empower - innovators
Reduce focus
be holistic !
Look for threats
- Inside the company
- outside your sector
Friday, 27 September 13

16. Get on top of technology
Identify new opportunities
Do differently not just better
Don’t micro-manage
Macro-manage and lead
Empower & encourage
Buy into relevant techology
Subsume start up teams
Mix with the right people
Set up/buy a techno watch
Heel tap ideas/derection
Friday, 27 September 13

17. The implications of rapidly
advancing technology
Everyone & everything is now
connected/networking
The world is no longer slow and
linear, it is fast and chaotic - ie
highly non-linear
Excessive optimization leads to
company collapse
Long term survival demands
diversity
We have to move on from doing
more with less to doing more
differently
The Hot Three
Nano -Tech
Bio-Tech
AI
- 3D Printing
- Material Programing
Genome - Protein Decode
Printed Devices - mobiles
Self repair
Integrated batteries
Programmable colour
Distributed mproduction
Virtualisation
Friday, 27 September 13

18. Disruption
Genome - Protein Decode
Printed Devices - mobiles
Self repairing materials
Integrated batteries
Programmable colour
Programmable form
Distributed production
Virtualisation
Friday, 27 September 13

19. Your Challenge
Your biggest challenges
To move away from linear thinking & methods
Abandon Dickensian management methods
Subsume the culture of the young
Subsume the new technologies
Lead you organization into an
uncertain future
To think the unthinkable
and then take decisive action
Friday, 27 September 13

20. Thank you
ca-global.org
cochrane.org.uk
COCHRANE
a s s o c i a t e s
Friday, 27 September 13