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?
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).
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.
Richard 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.