Posts Tagged ‘brilliant maneuvers’

by Richard Martin

Strategy is the set of actions undertaken by any entity that is striving to survive and thrive in the face of change, uncertainty, risk, and opposition.

There are two basic strategic postures: defence and offence. Defence consists in temporarily conceding the initiative to an opponent to buy time and reconstitute one’s forces.

Offence consists in seizing and maintaining the initiative to achieve one’s ends through:

  • confrontation (i.e., direct action against antagonists to resolve a conflict or otherwise achieve one’s objectives);
  • competition (indirect action against antagonists by letting a third party decide in a competitive arena); or
  • cooperation (combining forces with other actors to achieve mutually compatible or synergistic interests and effects).

These four basic options–conceding, confronting, competing, and cooperating–constitute the building blocks of any strategy.

This is important, because it entails that there are always options when confronted by opposition, resistance, or obstacles of any kind. We can build a strategy that leverages our strengths while mitigating our vulnerabilities and that is not limited to confrontation or aggressive posturing.

So, before embarking on a strategic decision, you should always consider the four options with their potential benefits and costs, as well as their possible and probably consequences.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

by Richard Martin

That’s a quote attributed to Admiral David Farragut of the Union Navy during a battle in the U.S. Civil War. It’s a great quote for anyone who believes you always have to drive at full speed to get to where you want to go. The problem is that it’s only good in special circumstances, usually when you’re backed into a corner and have no other alternative.

I was reminded of this just this past week as I discussed the matter of deliberate planning and consideration of options with a client. She’s a very successful businesswoman who has mostly functioned on the basis of the “damn the torpedoes” approach to decision-making. It’s worked for her on many an occasion, but it’s also gotten her into serious jams that could have easily been avoided with a little rational consideration of her options at important decision points.

She’s one of those entrepreneurs who has always followed her gut and believes she has the gumption to achieve anything she sets her sights on. While this is no doubt true, there is also a cost to her decisions about which goals and courses of action to pursue. She might have a great vision for her business, but it might simply not be the best time to proceed. That’s where strategic patience and self-control come into play. She has to consider the key factors impinging on her decisions and her plans to implement them. Does she have a good chance of success? Are the right conditions there to support her undertaking? Is she paying the right price or is she barreling ahead, “damn the torpedoes” style? And the price isn’t always financial. It can be in time, effort, emotional engagement, physical presence, or any of a number of other commitments she will have to make to make her dreams come to fruition.

A key lesson I learned as an army officer was to try as much as possible to slow down my decision-making in order to consider the full ramifications of the situation and assess the critical factors affecting my decisions and the range of actions at that point. This is called the estimate process. Naturally, you sometimes have to make a quick decision under fire. But this doesn’t mean you act on instinct alone. Intuition can only be an adjunct to a rational decision process, what the army calls a combat estimate. On many occasions, though, no one is shooting at you (yet), so you must take the time to sit down and work out all the factors and options, both for you and the enemy, and then develop a well-thought-out plan. This is known as a deliberate estimate of the situation.

Interestingly, the greater the import of the decision, the more we all tend to rely on our instincts, when it’s exactly the opposite that should be the case. My client, successful as she is, has realized that she must put more effort and self-control into her critical decision-making and planning. She’ll only come out stronger, and so will you if you do the same thing.

New Testimonial

“Richard has been instrumental in getting me to draw on my hard-won experience and ideas to turn them into marketable intellectual property and products. His disciplined, systematic approach has already led to several significant accomplishments for me. Whether you’re just starting out as an entrepreneur, or working to get to the next level, Richard can boost your productivity and organizational effectiveness. Be forewarned, though. There is no magic formula, just systematic thinking, disciplined execution, and… Richard Martin.”

Caroline Salette, Owner and President, RE/MAX Royal Jordan Inc. and Salette Group Inc.

Richard Martin’s Business Readiness Process:

  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Contact me to apply the whole thing–or just a piece, as needed–to improve your strategy, your readiness… and your results!

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?

Why Sunday and What Does “Stand To” Mean?

Sunday? I want you to get my insights and advice first and fast, so you can prepare and up your readiness and results before others even know what’s happening!

And Stand To? It’s the order used in the military to get forces to man the parapets and be in a heightened state of situational awareness and, yes, readiness, so they can face any threat or undertake any mission.

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

by Richard Martin

I’m currently updating a course on crisis and emergency leadership for a government client. It’s a great opportunity to revisit the responsibilities of leaders BEFORE a crisis strikes.

Research shows that most crises have internal causes (see the United Airlines incident, and now the one that has just occurred on an American Airlines flight); they are therefore predictable and can be prevented and mitigated through proper vigilancepreparation, and robustness.

Here are 10 techniques and principles you can apply as an organizational leader to prevent or better prepare for a crisis, before one strikes.

  1. Mobilize your team by anticipating and identifying potential crises before they strike.
  2. Implement rational risk management and prevention/mitigation measures.
  3. Establish priorities for prevention and preparation on an ongoing basis.
  4. Create robust contingency plans to deal with the most likely and most dangerous situations you can envisage.
  5. Implement sound policies and procedures for the most likely crisis situations and events.
  6. Prepare yourself and your team through diligent practice and training.
  7. Employ trusted advisors and associates and ensure they are well qualified and working as a team.
  8. Build as flexible and resilient an organization as possible within the constraints of time and resources.
  9. Work on becoming more self-aware as a leader and seek to acquire the competencies to lead in a crisis.
  10. Develop the support structures and welfare systems you will need to maintain morale, unity and cohesion if a crisis should occur.

And with that, go forth and lead!

New Testimonial

“Richard has been instrumental in drawing on my hard-won experience and ideas to turn them into marketable intellectual property and products. His disciplined, systematic approach has already led to several significant accomplishments for me. Whether you’re just starting out as an entrepreneur, or working to get the next level, Richard can boost your productivity and organizational effectiveness. Be forewarned, though. There is no magic formula, just systematic thinking, disciplined execution, and… Richard Martin.”

Caroline Salette, Owner and President, RE/MAX Royal Jordan Inc. and Salette Group Inc.

Richard Martin’s Business Readiness Process:

  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Contact me to apply the whole thing–or just a piece, as needed–to improve your strategy, your readiness… and your results!

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?

Why Sunday and What Does “Stand To” Mean?

Sunday? I want you to get my insights and advice first and fast, so you can prepare and up your readiness and results before others even know what’s happening!

And Stand To? It’s the order used in the military to get forces to man the parapets and be in a heightened state of situational awareness and, yes, readiness, so they can face any threat or undertake any mission.

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

By Richard Martin

Getting there “firstest with the mostest” is crucial, but it can’t just be speed and mass for their own sakes. Readiness is about being vigilant, responsive, and prepared for action at the right time, with the right goals and priorities, the right capabilities, the right resources, and the right people.

  • The discipline involved in formulating objectives and plans is part of what makes an organization and its actions cohesive and effective.
  • We are rarely confined to a single hierarchical and functional role. We must make choices and decisions about how to focus our attention and apportion our efforts.
  • Readiness is about time: the time to consider, plan, and execute actions, and the time it takes to react to evolving conditions, the actions of other stakeholders, and changes to one’s own intentions and plans.
  • Military commanders and their staffs divide their work into three time horizons: immediate, current operations (or what is happening now), subsequent operations (or what will happen next), and future operations (or what comes after the next operation).
  • As with military forces, each organization must have time horizons, depending on the nature of the business, competitive conditions, R&D needs, and investment horizons.
  • Time horizons are inherently related to the hierarchical and functional structure of the organization. Higher-level units have longer timeframes, while lower-level units have shorter timeframes. Strategy, operations, and tactics are related to time horizons and organizational structure.
  • Strategy determines the existence and fundamental purpose of the organization. Operations is the way the strategy gets translated to action and results. Tactics is what you do with the forces on hand to get the job done now and in the very near future.
  • The combination of time horizons and organizational levels, with strategy, operations and tactics generates a comprehensive framework to implement the Business Readiness Process.

Richard Martin’s Business Readiness Process:

  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Contact me to apply the whole thing–or just a piece, as needed–to improve your strategy, your readiness… and your results!

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?

Why Sunday and What Does “Stand To” Mean?

Sunday? I want you to get my insights and advice first and fast, so you can prepare and up your readiness and results before others even know what’s happening!

And Stand To? It’s the order used in the military to get forces to man the parapets and be in a heightened state of situational awareness and, yes, readiness, so they can face any threat or undertake any mission.

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

by Richard Martin
There’s an oft-repeated dictum in investment: Avoid investments that are priced for perfection. You should avoid stocks and other investments the price of which reflects all the actual and potential “good news” about its value. In other words, if you overpay, there is very little room for error in your investment, and you risk losing more than gaining, sometimes a lot more.
I like to apply this principle more generally to decision-making, strategy, operations and tactics. So it has obvious value in terms of readiness. If everything has to be “perfect” for your plans to come to fruition, then you’ve left precious little room for error and risk in your assessment of the likelihood of success. How can you apply this principle?
  • Be conservative when assessing the potential upside of your plans and actions.
  • Be prudent in identifying potential obstacles, resistance, and risks into your plans.
  • Make contingency plans to deal with the highest risks and most dangerous threats.
  • Prepare contingency plans to exploit unexpected success and breakthroughs so you can “make hay while the sun shines,” if that transpires.
  • Build up reserves of people, money, and other resources.
  • Have alternate and back up plans for supply, distribution, and operations.
  • Give primary and alternate tasks, roles and responsibilities.
  • Explain the overall intention to your team and subordinate leaders so they can adjust on the fly and apply their initiative in achieving your aims when execution goes off the rails.
  • Make prudent assumptions deliberately and seek to falsify or confirm them with information, intelligence and reconnaissance.
  • Assume first information is usually wrong, or at least in need of corroboration.
  • Seek alternate points of view and assessments.
  • Give yourself and your people time to think and react.
All of this can be summed up with the following three questions:
  1. What if I’m right about this?
  2. What if I’m wrong about this?
  3. What then?
Call that applied self-scepticism.
Richard Martin’s Business Readiness Process:
  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Contact me to apply the whole thing–or just a piece, as needed–to improve your strategy, your readiness… and your results!

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?
Why Sunday and What Does “Stand To” Mean?
Sunday? I want you to get my insights and advice first and fast, so you can prepare and up your readiness and results before others even know what’s happening!
And Stand To? It’s the order used in the military to get forces to man the parapets and be in a heightened state of situational awareness and, yes, readiness, so they can face any threat or undertake any mission.


My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.


© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

by Richard Martin, founder and president, Alcera Consulting Inc.

What risks (or opportunities) are staring you right in the face? Are you doing anything about them, or are you just hoping that they will go away (in the case of risks and threats) or that they will miraculously come to pass (in the case of opportunities)?

Just off the top of my head, I can think of some major events and changes in conditions that could be risks or opportunities, depending on your perspective, needs, objectives, and readiness to defend them or exploit them:

  • An incipient refugee crisis in Canada: Think I’m being alarmist? Hundreds are crossing the border now and it’s winter. What might happen when the weather changes, literally and figuratively? I’m sure many in Europe didn’t anticipate how things could turn so quickly in the last two years. Forewarned is forearmed, but only if you think things through and have contingency plans do deal with the possibilities.
  • Global upswing in populist demagoguery and politics: This can lead to reactionary policies, official identity politics, closed borders, intrusive searches and surveillance, economic protectionism, et j’en passe
  • “America First”: This goes beyond Donald Trump as president. He isn’t the cause of the wave of nativism, protectionism, and bellicosity in the U.S., but he sure is riding it!

No matter what your role or mission, whether you’re a company, a government organization, a health care provider, educator, or non-profit, these events may affect you, your objectives, your profit, your revenues, even your viability and existence. You must assess these types of changes seriously and determine the nature of the risk and whether it’s a threat or an opportunity.

I’ve started working and putting out a new type of situational awareness and briefing document. I’m calling them Strategic Readiness Bulletins. I’ll be putting them out on an as needed basis to highlight events and changes in the global environment that can impact businesses and organizations in all sectors.

However, nothing beats actually thinking for yourself and putting brainpower into seeing how such changes can be absorbed or exploited, avoided or mitigated.

Oh, and I can help you with this process, any time, any place, quickly and efficiently. But you must contact me first…

Richard Martin’s Business Readiness Process:

  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Contact me to apply the whole thing–or just a piece, as needed–to improve your strategy, your readiness… and your results!

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?

Why Sunday, and What Does Stand To Mean?

Sunday? I want you to get my insights and advice first and fast, so you can prepare and up your readiness and results before others even know what’s happening!

And Stand To? It’s the order used in the military to get forces to man the parapets and be in a heightened state of situational awareness and, yes, readiness, so they can face any threat or undertake any mission.

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

 

by Richard Martin

Back in January I listed the actions and milestones for improving readiness over the course of the year. Here is what I highlighted for Q1:

  • January: Review the previous year’s results and compare them to what had been anticipated and planned. Prepare for the annual strategy and forecasting retreat.
  • February-March: Conduct the annual strategy and forecasting retreat. The aim is to confirm the current year’s plans, develop guidance for planning the next year (starting in 9-10 months’ time), and develop outline forecasts and plans for the following one or two years after next.

Well, we’re over half way through Q1. Have you been progressing in conducting these reviews, forecasts and plans? Have you planned your annual strategy and forecasting retreat? Do you know who will be involved? Do you have an overarching goal and intent for this year and next?

Despite what many people say and believe, this doesn’t have to be a lengthy process. You need up-to-date financials and data and one day to conduct the retreat. If you’re disciplined about it, you will end the day with a unified understanding of your situation, the overarching vision (which is nothing more than your strategic goal), the organization’s mission, and the main and supporting thrusts and priorities to achieve this strategy, including positioning and differentiation and enabling capabilities.

I can help you with all of this. Call me for a Strategic Readiness Briefing now and we can discuss how to proceed quickly and efficiently.

Remember Richard’s Business Readiness Process in 2017!

  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?

Feel free to contact me at any time to discuss your objectives and needs.

And remember… STAND TO!!!

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.