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• Competitors are beating you to mechanism going that assesses key
the punch on innovation levers of risk: Customer, Market,
• Growth remains elusive, while Competitor, Internal Performance,
other competitors seem to Supplier Performance. Establish a
be growing Command Center where executives
• Seem like you’re losing critical can evaluate risk and address issues
deals that were “yours” in late formally.
stages
• Management team meetings Systematically assess and
seem to address a list of crisis in reprioritize to build focus
response to what is happening and commitment
outside the company Pay attention to each risk, don’t,
• You rolled out a major change, however, address every risk.
and you can’t tell if you’re Establish a corporate strategy that
getting any results takes into consideration various
scenarios and set strategic goals
A few simple steps can get your and priorities. If you’re feeling like
management team on to a more management team meetings are
adaptive leadership process. If you’re one endless firehose on immediate
bothered by the questions above risks, it may be that your filter
start here: is off. It is essential that strategic
priorities are established, otherwise
Get a sense-response mechanism the organization can twist in the
in place wind of uncertainty or fall victim
Don’t leave identifying risks to the to analysis paralysis. Address risks
executive staff reading the Wall at the management level that affect
Street Journal or Forbes. Don’t leave those priorities. Get other issues
assessing risk for the annual or semi- off the plate. Some call it their
annual strategy session. Things are Top 9. Others, like Microsoft,
moving too quickly. Get a formal
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