Posts Tagged ‘readiness’

by Richard Martin
Well, we’ve just had our latest winter storm of the decade (or what it century?) in Eastern Canada. Among other events, Montreal’s roads were a scene of chaos and waiting, and waiting, and waiting….
The Quebec Department of Transportation (Ministère du transport du Québec, MTQ) has been heavily blamed for the chaos and poor response on the roads, especially on Highway 13, one of the two main North-South arteries through Montreal. To illustrate, hundreds of cars were stranded on the 13 from late Tuesday afternoon rush hour through to mid-day on Wednesday. Some people had to spend the night in their car. We’re lucky no one died or was seriously injured there. It was a distinct possibility given the harshness of the conditions, the fact that most people were ill equipped (i.e. not ready) for just such a situation, and that there were deaths and serious injuries in other areas.
But the worst reproaches have been directed at the MTQ. It has since come out that the ministry’s emergency plans and procedures appear to be overly complex, requiring numerous steps in the decision process for road closure and emergency response (actually, 94 steps, but that’s the entire decision flowchart). But that’s probably a red herring. Such decision processes always look complex out of context. The real proof of validity and effectiveness for any emergency/contingency plan isn’t what it looks like on paper, but its performance and execution once it’s put into action. It’s clear that the MTQ and probably many other government and municipal agencies were out of their depth and overwhelmed by the scale of the disruption.
Instead, I think the real problem was that of poor preparation and training, unclear activation processes, lack of well-defined readiness levels, as well as a lack of practice. Did the ministry ever conduct exercises? I’m not talking about a “tabletop” exercise with a few departmental reps. I’m talking about full-scale field exercises? Many of these problems would have come out beforehand if they had been exercised adequately. Also, what disaster and/or storm scenarios were envisaged? If appears that there was little understanding of the prior coordination and planning that are required to ensure interdepartmental and intergovernmental cooperation. Wildlife agents in the Québec Forestry and Wildlife Ministry are equipped and trained to conduct search and rescue operations in heavy weather and extreme survival conditions, but no one called upon that department to provide support. This is a clear indication that prior arrangements we’re lacking, either in terms of planning or in actually requesting and coordinating a joint response.
This is ALWAYS my biggest beef with any organization I work with on risk management and emergency/business continuity readiness: the lack of practice. It’s one thing to tread with care when you’re a for-profit business and any disruption to ongoing operations for the purposes of exercising can have serious impacts on production and client services. But when we’re talking about a public-service organization with a clear public safety mandate, you simply MUST exercise thoroughly and regularly. If it’s good enough for the military, firefighters, and airport operations and security organizations, then it should be good enough for municipal and governmental departments at all levels and in all domains, especially if lives depend on it.
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’ve often heard this ridiculous statement, inside and outside the military: “We can’t take time to strategize and plan; we’re too busy right now.”But if not now, when? Considering the future and planning is no different than any other habit. You have to set aside the time and resources to “just do it” (Remember the Nike ads?) Would you avoid getting up in the morning and going to work just because you don’t want to, or think you have other/better things to do?

Here are some guidelines to help you get in the habit of strategizing and planning for the near and more distant future:
  • Set aside time every day to consider the next few days (5-10 minutes). It’s a good idea to work a week ahead on a running basis.
  • Set aside time once a week (1 hour) to consider the next month. Apply the same running approach by focusing on the next month on a weekly basis. This allows you to integrate and assess new information periodically while staying a month ahead.
  • Quarterly reviews and projections for the next year on the same basis are required. Don’t just focus on getting to the end of the current year. This is endemic in businesses trying to “make their numbers” in the final quarter. That’s fine at the tactical level, but if you’re only concentrating on the next weeks and months, you’re going to miss implementing needed changes and plans for the next year(s).
  • Finally, at least once a year, preferably every 6 months, conduct a strategy/planning session to look out 18-36 months. The actual timeframe will depend on the nature of your business, speed of change, competitive threats and opportunities, and financial position and projections. This comes in addition to your annual strategic planning cycle I described a few weeks ago.
Think this is a lot of planning? Well, what’s the alternative? If you, as a leader and manager aren’t taking the time and putting in the effort to “see beyond the next hill,” then who in your team is?
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.

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.

by Richard Martin

Readiness can be reduced to this essential component: the intrinsic motivation to be ready, willing, and able to accomplish the mission no matter what.

My daughter Elizabeth works as a salesclerk in a men’s and women’s clothing boutique. She was telling me that the floor manager assembles the team at the start of each day and at shift changes to give them the day’s sales target.

Elizabeth tells me that this quantitative target is little motivation to her. She gets her drive from helping the clients find the right clothing and leaving the store satisfied. To her, the most important thing is the client’s experience and whether they will depart in a good mood, having achieved their aim and willing to come back and recommend the store to others.

As I reflected on this, I realized that it highlights the distinction between intrinsic motivation and extrinsic motivation. Sales targets are a form of extrinsic motivation. They may influence some people to perform, but most people don’t get their drive from such externally measured objectives.

The willingness to help clients and the satisfaction that comes from doing so is a form of intrinsic motivation. Intrinsic motivation is the stronger form of influence. It comes from within and gives people the inner strength to overcome obstacles and motor past resistance.

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!

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.