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

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Ouke Arts
Ouke Arts

The document discusses how companies can restrategize in response to an economic crisis. It begins by introducing a general model of a company and its key components. It then shows how a crisis in the financial markets can trigger a downturn in business markets and ultimately a crisis within companies. The document outlines 10 steps companies need to take to adapt, including realizing they are in a crisis, redefining leadership, and restrategizing their mission, vision, communication, organization, alliances and financing. The overall message is that companies must accept the crisis and reconsider their strategy through a process of restrategization in order to successfully adapt.

Business Economy & Finance
1 of 250
HOW TO RESTRATEGIZE YOUR COMPANY IN AN ECONOMIC CRISIS
UPDATED AND EXPANDED HOW TO RESTRATEGIZE YOUR COMPANY IN AN ECONOMIC CRISIS
STOP FIGHTING.
START ADAPTING.
MY AIM IS TO MAKE THESE TWO MESSAGES STICK.
1. STOP FIGHTING.
2. START ADAPTING.
NOW YOU MIGHT WONDER:
STOP FIGHTING WHO?
START ADAPTING TO WHAT?
THOSE ARE GOOD QUESTIONS.
HOWEVER…
...FIRST THINGS FIRST.
DO YOU NEED TO RESTRATEGIZE?
YOU HAVE A VISION.
YOU HAVE A STRATEGY.
SO YOU KNOW WHERE YOU ARE.
AND YOU KNOW WHERE YOU ARE GOING.
RIGHT?
WRONG.
WE DID NOT KNOW THIS ECONOMIC CRISIS.
WE CAN ONLY ESTIMATE ITS IMPACT.
YOU WILL NEED TO RESTRATEGIZE
AND I WILL EXPLAIN EXACTLY WHY.
BY USING A GENERAL MODEL OF A COMPANY.
Market INTRODUCING A COMPANY STARTS WITH A MARKET
THE FINANCIAL MARKET BEING A SPECIFIC PART OF THAT Market Finance
BUT IF THERE’S NO COMPETITION… THERE’S NO MARKET Market Competition Finance
A MARKET OFFERS OPPORTUNITIES AND THREATS Opportunities and threats Market Competition Finance
WHICH ARE INPUT TO THE STRATEGY OF A COMPANY Opportunities and threats Market Strategy Competition Finance
THIS INCLUDES A COMPANY’S MISSION AND VISION Opportunities and threats Market Strategy Mission Vision Competition Finance
AND IF STRUCTURE FOLLOWS, STRATEGY DESIGNS... Market Strategy Opportunities and threats Design Mission Vision Competition Finance
Opportunities and threats … THE INTERNAL ORGANIZATION OF A COMPANY Internal Organization Market Strategy Design Mission Vision Competition Finance
Opportunities and threats ALIGNING IT WITH THE MARKET CLOSES THE LOOP Internal Organization Market Strategy Align Design Mission Vision Competition Finance
Opportunities and threats THIS REQUIRES LEADERSHIP AND COMMUNICATION Internal Organization Market Strategy Align Design Mission Leadership Vision Competition Finance Communication
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
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
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
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
THERE IT IS, A GENERAL MODEL OF A COMPANY.
NOW LET’S PUT IT TO WORK.
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
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
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
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
AND THERE YOU HAVE IT.
A COMPANY IN AN ECONOMIC CRISIS
A COMPANY IN AN ECONOMIC CRISIS Slides taken from my presentation Restrategize methodology. RECAP
SO?
WHAT ABOUT A REVISION?
IF YOU WERE TO ACCEPT THE CRISIS AS A GIVEN…
RECONSIDERING YOUR STRATEGY BECOMES A NECESSITY.
RESTRATEGIZE.
RESTRATEGIZE. Slides taken from my presentation Do you need to restrategize? RECAP
RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATION
RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATION RESTRATEGIZE ≠ MERGERS AND ACQUISITIONS
RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATION RESTRATEGIZE ≠ MERGERS AND ACQUISITIONS RESTRATEGIZE ≠ GROWTH AND EXPANSION
RESTRATEGIZE = HOW TO ADAPT TO AN ECONOMIC CRISIS RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATION RESTRATEGIZE ≠ MERGERS AND ACQUISITIONS RESTRATEGIZE ≠ GROWTH AND EXPANSION
COMPANIES HAVE TO ADAPT TO AN ECONOMIC CRISIS…
… AND RESTRATEGIZE IS HOW.
RESTRATEGIZE = 10 x RE
RESTRATEGIZE = 10 x RE Slides taken from my presentation How to restrategize your company in an economic crisis. RECAP
IT TAKES TEN STEPS TO ADAPT TO AN ECONOMIC CRISIS.
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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
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.
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.
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.
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.
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.
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.
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.
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
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.
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
OR TO PUT IT IN LESS WORDS:
TO GO FROM HERE…
A COMPANY IN AN ECONOMIC CRISIS
… TO HERE:
A RESTRATEGIZED COMPANY
GOT IT?
ONCE MORE.
A COMPANY IN AN ECONOMIC CRISIS
A RESTRATEGIZED COMPANY
I KNOW.
TOO MUCH.
TOO FAST.
REWIND.
IT TAKES TEN STEPS TO ADAPT TO AN ECONOMIC CRISIS.
REALIZE YOU ARE IN AN ECONOMIC CRISIS STEP 1 UPDATED AND EXPANDED
FINANCIAL MARKETS ARE IN A CRISIS.
TRUST SALES PROFIT past present past present past present
LEADING TO A CRISIS IN BUSINESS-TO-BUSINESS MARKETS...
BUSINESS TRUST, SALES AND PROFIT ARE D O W N O W N W N N
… AND BUSINESS-TO-CONSUMER MARKETS AS WELL.
WHERE CONSUMER TRUST, SALES AND PROFIT USED TO BE IN THE PAST HERE
WHERE CONSUMER TRUST, SALES AND PROFIT PRESENTLY ARE HERE
YOUR ORGANIZATION WILL BE IN CRISIS AS A RESULT…
WE WILL BE FINE! CRISIS BUSINESS AS USUAL PRESENT PAST
WE NEED BETTER MARKETING! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED BETTER MARKETING!
WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO COOPERATE WITH OUR SUPPLIERS!
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!
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!
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!
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!
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!
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!
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!
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!
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!
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!
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!
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!
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
… AND THAT MAKES A LEADERSHIP CRISIS MORE LIKELY.
NOW HERE’S THE THING.
TO ADAPT, YOU WILL FIRST HAVE TO REALIZE.
SO, HERE WE GO.
ECONOMIC CRISIS NEXT SLIDE WILL HELP YOU REALIZE YOUR COMPANY IS IN AN
ECONOMIC CRISIS PREVIOUS SLIDE WILL HELP YOU REALIZE YOUR COMPANY IS IN AN
SORRY ABOUT THAT.
BUT NOW YOU REALIZE.
YOUR COMPANY IS IN AN ECONOMIC CRISIS.
REDEFINE YOUR LEADERSHIP STEP 2 UPDATED AND EXPANDED
LET’S EXAMINE YOUR LEADERSHIP.
IS YOUR LEADERSHIP ABOUT PROTECTING AND SUPPORTING?
IS IT ALL ABOUT COMMUNICATING, COACHING AND MOTIVATING?
OR BOTH?
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.
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?
THE BOOKS TELL YOU TO SHARE, DISTRIBUTE AND ADAPT.
HOWEVER, THE BOOKS DO NOT LEAD COMPANIES.
(LUCKILY)
PEOPLE LEAD COMPANIES.
SO WHAT ABOUT… DEALING WITH GRIEF FEAR PAIN SADNESS CONCERN SORROW ETC.
SO WHAT ABOUT… DEALING WITH GRIEF FEAR PAIN SADNESS CONCERN SORROW ETC. EMPLOYEES AS HUMANS PERSPECTIVE
AND HOW ABOUT REESTABLISHING ONGOING AND DISCIPLINED CLIENT ATTENTION…
AND HOW ABOUT REESTABLISHING ONGOING AND DISCIPLINED CLIENT ATTENTION… CLIENTS AS GOLDFISH PERSPECTIVE
… BY DELEGATING ACTIONS TO OPERATIONS WHILE RETAINING CENTRALIZED LEADERSHIP.
… BY DELEGATING ACTIONS TO OPERATIONS WHILE RETAINING CENTRALIZED LEADERSHIP. DOESN’T THAT SOUND LIKE A GREAT IDEA? MANAGERS AS SHEEPDOG PERSPECTIVE
IN AN ECONOMIC CRISIS…
… THERE IS A LOT TO ASK FROM YOUR LEADERSHIP.
AND UNLESS YOU HAVE SUPER HUMAN POWERS…
… A REDEFINITION IS ASKED FOR.
A REDEFINITION CALLS FOR HUMAN CREATIVITY.
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.
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
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.
! ! 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.
NEW LEADERSHIP RULE #1: RESET BOUNDARIES IN YOUR COMPANY
NEW LEADERSHIP RULE #1: RESET BOUNDARIES IN YOUR COMPANY NEW LEADERSHIP RULE #2: RECREATE LIBERTIES IN YOUR COMPANY
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 #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
REESTABLISH YOUR MISSION STEP 3 UPDATED AND EXPANDED
FIRST TO-DO FOR FRESHLY REDEFINED LEADERSHIP: GET UP VERY EARLY
SECOND TO-DO FOR FRESHLY REDEFINED LEADERSHIP: INVITE FUTURE STARS
THIRD TO-DO FOR FRESHLY REDEFINED LEADERSHIP: LOCK THE ROOM
FOURTH TO-DO FOR FRESHLY REDEFINED LEADERSHIP: HEAD FOR THE SKIES
ONCE YOU’RE IN THE ROOM HEADING FOR THE SKIES…
… OPENING WINDOWS IS A GOOD WAY TO START.
OPEN WINDOW #1 REARTICULATE YOUR COMPANY BELIEFS
OPEN WINDOW #1 REARTICULATE YOUR COMPANY BELIEFS OPEN WINDOW #2 RECONFIRM YOUR COMPANY VALUES
OPEN WINDOW #1 REARTICULATE YOUR COMPANY BELIEFS OPEN WINDOW #2 RECONFIRM YOUR COMPANY VALUES OPEN WINDOW #3 REIGNITE YOUR COMPANY PURPOSE
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.
REVISE YOUR VISION STEP 4 UPDATED AND EXPANDED
NOW YOU KNOW WHERE YOU ARE AGAIN.
NEXT STOP: DECIDE WHERE YOU ARE GOING.
ARE YOU GOING FOR GOLD?
LOOKING FOR BLACK SWANS?
OR IS IT THE END OF BUSINESS AS IT USED TO BE?
IT’S UP TO YOU.
HOWEVER…
TIMING IS EVERYTHING.
BECAUSE REVISING YOUR VISION ACTUALLY MEANS…
… COMMUNICATING ABOUT YOUR IDEAS OF THE FUTURE.
THREE NOTIONS ON COMMUNICATION.
USE SIMPLIFICATION EG. THE CONCEPT OF BIKES IN URBAN AREAS WILL BE REINVENTED IN THE NEXT THREE YEARS #1
BUT PREVENT OVER- SIMPLIFICATION EG. URBAN BIKES 2.0 #2
*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
RETHINK HOW YOU COMMUNICATE IN YOUR MARKET STEP 5 UPDATED AND EXPANDED
NOW YOU KNOW WHERE YOU ARE GOING AGAIN.
TIME TO COMMUNICATE IN YOUR MARKET.
ESSENTIALS IN MARKET COMMUNICATION NEW
IN EFFECTIVE MARKET COMMUNICATION…
… THERE ARE TWO NEW ESSENTIALS.
TECHNOLOGY NEW
CLIENTS EXPECT MARKET LEADERS AND ESTABLISHED PLAYERS TO FOLLOW TRENDS IN TECHNOLOGY.
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.
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…
DESIGN NEW
DESIGN IS CONSTANTLY GAINING INTEREST. INTERACTION IS THE REASON WHY.
DESIGN IS CONSTANTLY GAINING INTEREST. INTERACTION IS THE REASON WHY. DESIGNING IS THE NEW SCOPING IN COMMUNICATION.
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.
REDEFINE YOUR VALUE PROPOSITION STEP 6 UPDATED AND EXPANDED
THINK OF TECHNOLOGY AND DESIGN SOME MORE.
WHERE ARE THEY IN YOUR VALUE PROPOSITION?
DO YOU USE TECHNOLOGY AND DESIGN TO ENHANCE EFFICIENCY (SUITABILITY) IN YOUR OPERATIONS? #1
IF YOU ANSWERED YES TO QUESTION #1…
… MORE VALUE DEMANDS MORE SCALE.
DO YOU USE TECHNOLOGY AND DESIGN TO IMPROVE EFFECTIVENESS (PURPOSIVENESS) OF YOUR SALES EFFORTS? #2
IF YOU ANSWERED YES TO QUESTION #2…
… MORE VALUE DEMANDS MORE KNOWLEDGE.
OR DO YOU USE TECHNOLOGY AND DESIGN TO INNOVATE YOUR PRODUCTS AND SERVICES TOGETHER WITH YOUR CLIENTS? #3
IF YOU ANSWERED YES TO QUESTION #3…
… YOUR CLIENTS ARE CREATING THE VALUE.
CLIENTS DECIDE WHETHER OR NOT YOU ARE DELIVERING VALUE FOR MONEY. THAT’S WHY WE CALL IT PERCEIVED VALUE.
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!
REDISTINGUISH YOURSELF FROM YOUR COMPETITORS STEP 7 UPDATED AND EXPANDED
THE COMPETITIVENESS OF YOUR REDEFINED VALUE PROPOSITION IS DETERMINED BY YOUR…
SPEED
DECISIVENESS
SUSTAINABILITY
IF YOU’RE VALUE PROPOSITION IS…
EXPLICIT,
PRIORITIZED,
CONSISTENT,
COMMUNICATIVE,
AND RESPONSIBLE…
1. MAKE IT HARD TO COPY
1. MAKE IT HARD TO COPY 2. MAKE IT STABLE IN VALUE
1. MAKE IT HARD TO COPY 2. MAKE IT STABLE IN VALUE 3. MAKE IT APPLICABLE
1. MAKE IT HARD TO COPY 2. MAKE IT STABLE IN VALUE 3. MAKE IT APPLICABLE 4. MAKE IT SUPERIOR
THEN YOUR CLIENT WILL DEFINITIVELY…
NOW LEAVE THE COMPETITION STUCK IN THE DESSERT
LEAVE THE COMPETITION STUCK IN THE DESSERT AND IN THE FUTURE
REDESIGN YOUR ORGANIZATION STEP 8 UPDATED AND EXPANDED
REDESIGNING YOUR ORGANIZATION AS A DESIGNER:
1. SPECIALIZE FUNCTIONS THAT ADD VALUE
2. BUILT COORDINATION IN BETWEEN
3. REALIGN BASED ON MARKET INTERACTION
4. REPOSITION TO ENABLE EMPLOYEES
5. ORGANIZE AROUND THE CLIENT
PS. THERE ARE NO RULES FOR REDESIGNING AS A DESIGNER
REORGANIZE YOUR ALLIANCES STEP 9 UPDATED AND EXPANDED
IF YOU WANT TO COCREATE…
FORM AN ALLIANCE
IF YOU WANT TO MASS INNOVATE…
USE CROWDSOURCING
REFINANCE YOUR COMPANY STEP 10 UPDATED AND EXPANDED
IF YOU’RE RUNNING A REVITALISED AND RENEWED BUSINESS REFINANCING IS THE LOGICAL ENDING TO RESTRATEGIZING.
IT TOOK TEN STEPS TO ADAPT TO AN ECONOMIC CRISIS.
REMEMBER THESE QUESTIONS?
STOP FIGHTING WHO?
START ADAPTING TO WHAT?
LET’S CONCLUDE WITH THE ANSWERS.
1. STOP FIGHTING THE PAST.
2. START ADAPTING TO THE FUTURE.
NOW…
WHAT’S YOUR RESTRATEGY GOING TO BE?
                       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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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.
  • 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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