Posts Tagged ‘business continuity’

In the field of military strategy, it is well-known that the capacities to recognize changes in the environment and to react quickly thereto provide a considerable, if not essential advantage. The same capacities apply to business strategy.

I call these capacities strategic flexibility; they demand that one continually observe the environment in order make strategic corrections. Businesses that rest on their laurels or that ignore this need can be overtaken both by events and by their competitors.

This implies a quick, accurate method to make adjustments to strategy. Therefore, I propose a model of strategic flexibility I call the 7-M method. The method refers to the following: mission, market, mark targets, mass, manoeuvres, morale, and marketing. To these must be added the plan of action that successfully unites the efforts of stakeholders both upstream and downstream of the business in question.

  1. Mission is the distillation of what you offer the world and its value.  It’s what defines your unique competence and motivations and the needs you meet. A mission statement must communicate your intentions in a short, precise manner that can be understood by all concerned:  employees, customers, suppliers, and even competitors. The mission, therefore, serves as the guiding star for your business.
  2. Market represents the potential clients for your goods or services who might buy from you since you can meet their needs with good value in your products or services. Market include the target groups among your clients and their needs. Market also includes an analysis of current market suppliers and of the decision-making processes of potential customers in terms of their long-term, mid-term, and short-term goals. This permits opportunities to be exploited and possible risks to be minimized or avoided.
  3. Mark targets provide concrete objectives that can be measured as part of your action plan. The ultimate target for your business constitutes your vision of where you want to be, say, in a year- and-a-half or two years hence. From this vision one can identify a hierarchy of goals, tasks, and results to be obtained.
  4. Mass refers to the most economical and effective ways of concentrating resources in order to meet goals as quickly as possible. This requires an analysis of your key strengths and weaknesses in order to permit success in your market.
  5. Manoeuvre refers to the operations according to the elements of the action plan including ensuring that the necessary tools and resources are available to permit successful operations. This includes the delegation of responsibilities such that people have sufficient margin of manoeuvre so they can respond successfully to opportunities and threats in the environment.
  6. Morale refers to the willingness of people to persevere in order to reach goals. While the welfare and the happiness of employees is important, it is not the be-all-and end-all of your business. Clear vision, mission, and plans are the key to good morale. As well, clear-headed analyses of risks to the execution of strategy and action plans along with contingency plans permit the prevention and minimization of possible risks to success.
  7. Marketing is the last, but certainly not the least part of flexible strategy. It requires clear messages of internal and external communication. There are three elements to a good marketing plan: general marketing vis-à-vis the overall brand and image of the company; marketing campaigns designed to meet customer needs within given geographical territories; plans for business development and sales that will permit successful, long-term and repeated relationships with customers that also will lead to establishing a solid reputation and possible new clients.

The action plan is the key to success because a vision without the required resources and concrete actions is only a hallucination. The essential elements of a good action plan include: a description of the situation being addressed such that readers will understand the purpose of the plan; the mission statement; detailed activity and resource plans; support and administrative requirements; internal and external communication plans; and the assigning of responsibilities to key personnel.

Obviously, doing all the above without the aid of an experienced expert in strategic and operational planning and leadership will be difficult. I invite you to contact me with your questions and suggestion of businesses and people that might benefit from application of the 7-M method. In the meantime, start with a description of your mission statement and an analysis of your potential markets; performing these steps alone should provide you with immediate benefits.

© Alcera Consulting Inc. 2016. We encourage the sharing of this information and forwarding of this email with attribution. All other rights reserved.

I’ve developed the following model to guide leaders in when and how to be decisive, delegative, consultative, or participative.

Decisive-Participative Matrix
I’m never too busy to discuss your needs or those of anyone else you feel may benefit from meeting or talking to me. So feel free to contact me at any time!

Richard Martin is The Force Multiplier. He brings his military and business leadership and management experience to bear for executives and organizations seeking to radically improve performance, grow, and thrive in the face of rapid change, harsh competition, and increasing uncertainty.

© 2015 Richard Martin. Reproduction and quotes are permitted with proper attribution.

By analogy with combat readiness, business readiness is the state of being aware of, capable of, and fully prepared to exploit to changes, maximize opportunities, and minimize risks in order to achieve a company or business unit’s mission, vision, and objectives.Business readiness requires an offensive mindset in order to seize and maintain the initiative, as well as the strategic, operational, and tactical leadership to influence others in the achievement of the mission.

  1. Do you have a clear and precise mission and vision for your organization?
  2. Have these been well communicated to your management team? Has the team understood and implemented them?
  3. Is your business strategy offensively oriented, or is it overly defensive with you frequently reacting to your competitors’ moves?
  4. Do you have a good understanding of your strategic, operational, and tactical environments? Do your management team and employees have the same good understanding?
  5. How is morale in your organization? Note: Morale is not the same as whether or not employees are happy with the company or in a good mood. It is whether they are willing to fight to win.
  6. Are you entirely confident in your management team, and its capacity to translate strategy into concrete actions and results?
  7. Do you have a well-articulated operating strategy that has been translated into operating plans for finance, production, marketing, communications, sales, research and development, human resources, etc.?
  8. Do you have a succession plan to develop the next generation of leaders?
  9. Do all your leaders have a “second-in-command” who can take over at a moment’s notice?

Richard Martin is The Force Multiplier. He brings his military and business leadership and management experience to bear for executives and organizations seeking to radically improve performance, grow, and thrive in the face of rapid change, harsh competition, and increasing uncertainty.

© 2015 Richard Martin. Reproduction and quotes are permitted with proper attribution.

  • How vulnerable is your supply chain to disruption and dislocation? Do you have a limited number of suppliers, or multiple ones, with potential alternatives for emergencies?
  • How long could your company or organization withstand disruption and dislocation to your supply chain or other logistical risks?
  • Do you have contingency plans and alternate solutions in place to deal with such conditions?
  • What preventive and mitigation measures do you have in place?
  • How quickly and efficiently can you respond to supply shocks and threats to lines of communication?

I’m never too busy to discuss your needs or those of anyone else you feel may benefit from meeting or talking to me. So feel free to contact me at any time!

Richard Martin is a Master Strategist and Leadership Catalyst. Richard brings his military and business leadership and management experience to bear for executives and organizations seeking to radically improve performance, grow, and thrive in the face of rapid change, harsh competition, and increasing uncertainty.

© 2015 Richard Martin. Reproduction and quotes are permitted with proper attribution.

Every once in a while we’re faced with highly emotional reactions to risky situations. The “lone wolf” attacks perpetrated in St-Jean-sur-Richelieu and Ottawa on Canadian state institutions (i.e., soldiers and Parliament) last week fall into this category, as does the Ebola outbreak in western Africa. Yet, if you watch the news and read newspapers, you’d think we’re under attack!

Don’t get me wrong; I’m not saying that the Ebola crisis in Africa isn’t dangerous and a major catastrophe, or that the terrorist threat isn’t real. But we have to keep things in perspective.

So far, a few people have contracted Ebola in North America and Europe. They have all been people who have been in prolonged bodily contact with infected victims in Africa, or who have treated these people. From what I gather, the non-Africans are also all health care workers. A few have survived, although we don’t know yet what, if any long-term consequences there will be on their health.

The US Centers for Disease Control (CDC) deem that a quarantine system is not needed, based on scientific opinion. Meanwhile, some states (e.g. New Jersey) have chosen to impose their own quarantine rules, overriding the considered evaluation of the CDC. The CDC is basing its recommendations on a scientific, rational assessment. I’m not sure the states and various schools that have reacted emotionally are doing the same thing. The science could be wrong, but at least it’s based on rational assessment of the risks and threat, not just emotional reaction. It’s therefore subject to updating as more empirical evidence is gathered and as the theoretical understanding of the disease progresses. Moreover, where does the epidemiological know how reside, in the CDC, or a handful of much smaller and less capable state and municipal agencies?

Whenever we face a potential health crisis, such as a pandemic or epidemic, it’s normal to assess the threats and risks and take preventive or compensatory action. On the other hand, we have to keep the threat in perspective. Every year, thousands of parents refuse to have their children inoculated against common diseases. Whether we’re talking about measles or smallpox, the risks of infection and mortality vary. The common element is that this stupid attitude toward proven measures for preventing and containing these diseases has enabled a periodic resurgence of measles, pertussis (whooping cough), etc. And, we’ve been lucky that smallpox has not come back in strength.

Here’s the thing, though: measles and pertussis can actually kill people, especially the weakest, and that usually means children. So, on the one hand we have an overreaction to Ebola by state and municipal authorities in the US (and no doubt other countries), while some people are too fearful or pigheaded to take active measures such as allowing vaccinations for their children. Not only does this put their own children at risk, but it reduces the overall “herd immunity” of a population. This is required to protect those for whom vaccination doesn’t work no matter what. If you doubt this, I invite you to watch a recent episode of PBS’s Nova science documentary on vaccination panics in the US. You can watch it online.

There is also a lack of perspective on the terrorism threat, and we need a balanced and reasoned approach to the risks of what are known as “lone wolf” terrorists. This isn’t a new threat, or proper to Islamic extremism. There have always been crackpots with various motivations, be they environmentalists ready to spike trees in order to injure forestry workers or Jewish ultra-orthodox extremists willing to blow themselves up in Jerusalem. We also need to keep in mind that terrorism and urban guerrilla are the strategy of the weak. As I wrote in my book, Brilliant Manoeuvres, it “stems from a realization the force one is commanding is incapable of highly coordinated, and highly damaging offensive action.” Security consultancy and analysis firm STRATFOR points out that the “lone wolf” approach to Jihadism is actually mostly a failure for extremist Muslims intending on creating havoc in the West. It comes from a realization that they are unable to launch destructive and coordinated attacks without exposing themselves to extreme risks of mission failure.

When a crisis hits, it’s time to think, even if hastily, not to panic and run around responding to popular appeals to “do something, anything.” We often have to weigh a range of unsavoury options in order to select and implement a “least bad” solution. The danger with overreacting to terrorism is that we impose so many restrictions on civil liberties and access to democratic institutions that the terrorists get a political and social response that is out of all proportion to the actual risks.

When we’re talking about health risks, the danger is that we overreact while we ignore or tolerate much more damning behaviours in our own back yard. Reasonable measures to prevent and mitigate contagion from Africa are one thing. But meanwhile, there are incipient outbreaks of easily preventable and controllable diseases right here, and they don’t come from Africa.

Richard Martin is a Master Strategist and Leadership Catalyst. Richard brings his military and business leadership and management experience to bear for executives and organizations seeking to radically improve performance, grow, and thrive in the face of rapid change, harsh competition, and increasing uncertainty.

© 2014 Richard Martin. Reproduction and quotes are permitted with proper attribution.

The principles of crisis leadership:

  1. Take full responsibility.
  2. Be visible and in the forefront of action.
  3. Solve the problem.
  4. Make rational decisions.
  5. Lead by example.
  6. Take care of people.
  7. Carefully monitor morale.

Richard Martin is a Master Strategist and Leadership Catalyst. Richard brings his military and business leadership and management experience to bear for executives and organizations seeking to radically improve performance, grow, and thrive in the face of rapid change, harsh competition, and increasing uncertainty.

© 2014 Richard Martin. Reproduction and quotes are permitted with proper attribution.

This week I’ve decided to provide a diagram which shows the distinct phases and requirements of leadership before, during, and after a crisis hits.

Leadership Action Framework

Richard Martin is The Master Strategist. An expert on strategy and leadership, Richard brings his military and business leadership and management experience to bear for executives and organizations seeking to exploit change, maximize opportunity, and minimize risk.

© 2014 Richard Martin. Reproduction and quotes are permitted with proper attribution.