Posts Tagged ‘defense’

Strategic Readiness Bulletin Number 1 – 1 March 2017

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

Richard Martin issues Strategic Readiness Bulletins on an as needed basis to clients, key decision-makers, and other influencers, to highlight recent or evolving risks, threats, and opportunities for companies and organizations resulting from chaotic change as well as international and national situations of a political, economic, technological, or social nature.

What Is the Strategic Readiness Issue?

Asylum on Canadian flag.

Asylum on Canadian flag.

Recent events and fears in the United States are apparently pushing many resident aliens and immigrants in that country to reconsider their future there. In recent weeks, we have learned that hundreds of individuals and families, sometimes with very young children, have braved cold weather and harsh conditions to cross the border into Canada. They are arrested and detained, and then presumably further processed by Canadian government agencies after requesting refugee status. As many commentators have already pointed out, if there is a mini-surge of “walk-in” refugee claimants in the winter, what will happen when the weather improves up north (literally), and it gets worse down south (figuratively)?

We can think what we want of this situation, but the important question to ask is: Is this a risk, a threat, an opportunity, or some combination of these? Readers may believe that I’m being alarmist, but this is furthest from the truth. The essence of readiness—whether for defence or for profit—is anticipation. As the old military saying goes, “Time spent in reconnaissance is never wasted.” We can extend this by adding anticipation and planning as well. Readiness is a function of awareness, which in turn requires surveying your surroundings and making projections, highlighting potential outcomes and effects, and developing scenarios and contingency plans to react or act in a timely and effective manner.

Who Can Be Affected?

This is nothing but a quick list of businesses, organizations, and agencies that could be affected by a refugee or border crisis of some kind in coming months:

  • Manufacturers and other businesses that depend on imports and exports
  • Transportation and logistics companies
  • Federal, provincial, and local government agencies and departments
  • Ports and border-crossing facilities
  • Towns and villages near border crossings, official and unofficial, including their fire departments, schools, hospitals, and other medical facilities
  • Charitable and/or community organizations such as the Red Cross, the YMCA, local associations, NGOs, etc.

What Are the Risks and/or Opportunities?

Here are two simple scenarios to show how companies and organizations can be affected by a surge in refugee crossings and claimants.

Scenario 1: A small town near the Quebec border with the US is overwhelmed with refugees in the early summer. Available facilities are rapidly claimed by federal and provincial government agencies. There is a need to lodge, feed, and care for a relatively large influx people seeking to enter Canada as refugees. The town’s administration is overwhelmed by the influx and local citizens are increasingly enraged by the “threat to law and order,” people crossing their property, and perhaps even squatting.

Think this is far-fetched? Consider the following headline in a Globe and Mail article of 7 February 2017: “Manitoba town pleads for federal help with refugee influx.”

Scenario 2: A transportation company depends on cross-border shipping and logistics for a bulk of its business. The refugee influx gives rise to political actions by the federal government to control border access better. Even though people are crossing at secondary and tertiary border locations, or even unmanned areas, CBSA steps up searches and security at official crossings. This introduces long lineups and delays at border crossings. American officials do the same in the other direction for no logical reason.

Assessing Your Situation

You can look at any kind of disruptive scenario from two perspectives: defensive (as risk or threat) or offensive (as opportunity).

Defensive Assessment: Risk is the product of probability and consequence/impact. Reducing or eliminating the risk probability falls under the rubric of prevention. Responding to, containing, eliminating and recovering from the risk impact is called mitigation. I’ve illustrated this in the following diagram. As you can see, contingency planning is any preparation and planning you conduct to be ready for a risk should prevention fail. If prevention is your 1st line of defence against a risk scenario, contingency planning is your 2nd line of defence (recovery is the 3rd line).

assessing-risks-and-threats

Offensive Assessment: On the offensive side, it can sometimes be difficult to see what could be an opportunity, but it follows the same basic logic as defensive risk and threat readiness. Opportunities are thus the product of the probability of a positive event occurring and the beneficial consequences. In that case, your first wave of attack is the scouting and reconnaissance you carry out to detect the opportunities. These are then assessed as to their expected value (probability times benefit) and you can create various initiatives to develop them into full-blown offensive thrusts—the 2nd wave of attack—reinforcing successful ones and pulling back from unsuccessful ones—the 3rd wave of attack.

In this Strategic Readiness Bulletin, I wanted to point out the potential risks, threats, and opportunities that loom for companies, organizations, and agencies as they look at the unfolding refugee situation. It’s up to you to take steps to increase your offensive and defensive readiness.

picture1Richard Martin is an expert in identifying, assessing, and preparing for strategic risks, threats, … AND opportunities, so companies and organizations can exploit change, instead of passively reacting or succumbing to it.

Richard.Martin@alcera.ca

www.alcera.ca

www.exploitingchange.com

(514) 453-3993

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.

 

 

I learned a valuable tactical lesson as a young infantry officer in the Canadian Army. We were on exercise in northern Norway, training to defend against a Soviet invasion (or incursion) as part of Nato’s deterrent stance.

My platoon was in a company that had to adopt a defensive posture against the forces simulating the enemy. As we rode into our positions in the company commander’s jeep, he told us that a quick and dirty technique to reconnoiter a defensive position was to drive into the area on the route we believe the enemy will take. That way, we get a view of the terrain from the enemy’s perspective and can incorporate that into our own positioning and planning.

It was a valuable lesson which I used throughout my military career, whether on the offensive, the defensive, or in peacekeeping and internal security. Always look at your situation from your enemy’s point of view. What is his objective? What is he trying to achieve? How is he likely to move and manoeuvre? What are his concerns and weaknesses? What are his strengths? You can apply this not only to an enemy, but also to a potential ally or any of the numerous stakeholders and bystanders on the modern battlefield.

When you think of it, though, this wisdom is just as applicable in business and management in general. I’ve been working as a volunteer with a non-profit to organize an upcoming event. I’ve been applying a similar logic to the people we want to attract to our event, as well as the potential exhibitors we want involved. What is their likely goal? What are their interests, concerns, values, and fears? What will make them comfortable in committing to participating or attending?

A colleague and friend of mine has had a long career in marketing, promotion, selling and business development. He says the key word in marketing and selling is “other.” What does the other person want? What are his goals and interests?

If we put ourselves in the other person’s shoes and look at the situation or the transaction from their point of view, we can gain a lot of understanding (and even empathy) and that will help us formulate better plans, strategies, and communications to reach them–and achieve our ends!

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.

Call me for a Business Readiness Briefing in 2017!

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.

by Richard Martin

Readiness is the ability to anticipate and absorb changing conditions so you can come out on top, or at least maintain your position or objectives.

The Readiness Mindset depends on the following characteristics:

  • Don’t assume you know everything you need to know. As I learned on peacekeeping duty in Bosnia, first information is often, even usually, wrong, so don’t overreact!
  • You can never eliminate uncertainty and its attendant risks.
  • Keep your overarching objectives and purposes in mind. Momentary setbacks are normal and must be overcome.
  • If you try to defend or attack everywhere, you end up defending or attacking nowhere. Assess opportunities, risks, and threats in terms of their likelihood and potential effects and put your main effort on the highest priority items.
  • Always keep the morale of your team and self in mind. Morale is the willingness to sacrifice and persist despite setbacks and obstacles to achieve your aims.
  • Shape your competitive conditions as much as possible so you can seize and maintain the initiative. That is the essence of an offensive mindset and action.
  • There is always more than one way to achieve an aim. Strategy is about assessing and balancing ends, ways and means to come out on top.
  • Power people: Brief your people, get them in the loop, delegate responsibility, keep them informed on the changing situations, ask for advice.
  • Tell your people what you’re trying to achieve and let them figure out the best way to get there. Give them the “what and why,” let them find the “how.”
  • Use time to your advantage. Bring people into the loop early and often so they can anticipate and prepare.
  • Nothing is fulling sequential. Run things in parallel. For instance, you can activate your team for a forthcoming change or mission; while you plan, they can prepare and increase your overall readiness.

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.

Call me for a Business Readiness Briefing in 2017!

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.

Since the IS-perpetrated terrorist strikes in Paris there has been surge of “advice” and debate on the best strategy to adopt against the Islamic State in the Middle East. The problem is that most of the discussion confuses tactics with strategy and then presents these as mutual exclusive. Air strikes are not effective. No, air strikes are the way to go. No, we need to put boots on the ground. Actually, no. We need to concentrate on humanitarian action.

In reality, all of those approaches are needed in order to create dilemmas for IS and its operatives. You have to take the fight to the enemy by seizing and maintaining the initiative. Air power must be combined with ground forces in order to achieve maximum synergy and effect on the battlefield. You can knock out a command post, but that only creates a delay and temporary confusion. You can buy a bit of time, but it’s all much more effective when you can hit a command post and use the ensuing confusion to launch a ground assault. Moreover, you have to realize that a command post is a physical entity, but a headquarters with its commander and staff are a team. Command, control and communications (C3) can be degraded, but it is much harder to eliminate them entirely, especially if the enemy has a very decentralized structure with competing factions.

Here is a non-exhaustive listing of other thrusts in the strategy:

  • Economic warfare to disrupt the enemy “home front” such as it is,
  • Financial warfare to disrupt and interrupt the flow of funds, because gold is the sinews of war,
  • Humanitarian aid to support the non-belligerent population and refugees,
  • Psychological warfare against foreign and home-grown terrorist threats,
  • Information warfare to degrade the enemy’s psychological and media warfare capabilities and build up domestic and foreign support to fight IS, and
  • Numerous other aspects of combat, kinetic and non-kinetic.

The basic point here is that you need a strategy that attacks and “pinches off” IS wherever it tries to operate. IS combatants in a theatre of war must be treated as prisoners of war, while those who have perpetrated war crimes and crimes against humanity must be treated as such. IS and allied terrorists operating in other nations must be treated as criminals.

Another critical point is to realize that there is no such thing as a “war on terrorism.” You can fight an identified enemy, opponent or belligerent group. You can’t fight a tactic, much less a vague concept.

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.

Time spend in reconnaissance is rarely wasted. Whenever a military force is advancing against enemy positions, it always sends out scouting parties to reconnoitre the terrain, confirm enemy positions and strength, and find gaps and weaknesses in the defences.

Selling should be conducted in the exact same manner. Time spent in preparation, is rarely wasted. Even if you think you know what you’re up against, you must sound out your clientele and send out metaphorical scouting parties to size up the client, identify potential objectives, wants, and needs, as well as identify and assess the competition. You can do this through a phone call, telemarketing (if you’re reaching out to find leads), online research, or background research from your company’s own data banks and CRM software.

The key point is, don’t go in blind, even if you think you know everything you need to know. An ounce of prevention is worth a pound of cure, and that’s not just good motherly (or doctorly) advice.

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.

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!

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

Now is the time to get ready for battle!

And you don’t have to go in blind. Why don’t you call on the best strategist to give you the edge you need?

Richard Martin served as an infantry officer for 21 years in the Canadian Army.

He is the expert in applying military wisdom and know-how to winning business and organizational battles.

Richard shows you how to apply the fundamental principles of military strategy and leadership: manoeuvre and discipline.

Richard will lead a real, honest to goodness BATTLE PROCEDURE BRIEFING for you and your team that will propel you to victory!

“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?” – Richard Martin

Duration: 3 to 4 hours, at your location

Investment: variable depending on needs and objectives of client

Contact me right away to see if you have what it takes!

Richard Martin, The Leadership and Strategy Catalyst, Alcera Consulting Inc.

514 453-3993

Richard.Martin@alcera.ca

http://www.alcera.ca

Check out Richard on video: http://www.alcera.ca/en/videos-teleconferences.php

Richard Martin is the author of Brilliant Manoeuvres: How to Use Military Wisdom to Win Business Battles

Brilliant Manoeuvres is Sun Tzu’s Art of War combined with Drucker’s The Effective Executive.”

— Alan Weiss, PhD, Author of the bestselling Million Dollar Consulting

The agenda and content may vary according to the client’s objectives, Richard’s professional opinion and experience, or the exact nature of the situation under assessment. While the procedure is important, it is also critical that strategic and tactical conditions guide the process. Richard has the expertise and discipline to keep the team on track with a systematic approach.

Note: Battle-dress not required… 😉