The document discusses how companies can restrategize in response to an economic crisis. It begins by introducing a general model of a company and its key components. It then shows how a crisis in the financial markets can trigger a downturn in business markets and ultimately a crisis within companies. The document outlines 10 steps companies need to take to adapt, including realizing they are in a crisis, redefining leadership, and restrategizing their mission, vision, communication, organization, alliances and financing. The overall message is that companies must accept the crisis and reconsider their strategy through a process of restrategization in order to successfully adapt.
28. BUT IF THERE’S NO COMPETITION… THERE’S NO MARKET Market Competition Finance
29. A MARKET OFFERS OPPORTUNITIES AND THREATS Opportunities and threats Market Competition Finance
30. WHICH ARE INPUT TO THE STRATEGY OF A COMPANY Opportunities and threats Market Strategy Competition Finance
31. THIS INCLUDES A COMPANY’S MISSION AND VISION Opportunities and threats Market Strategy Mission Vision Competition Finance
32. AND IF STRUCTURE FOLLOWS, STRATEGY DESIGNS... Market Strategy Opportunities and threats Design Mission Vision Competition Finance
33. Opportunities and threats … THE INTERNAL ORGANIZATION OF A COMPANY Internal Organization Market Strategy Design Mission Vision Competition Finance
34. Opportunities and threats ALIGNING IT WITH THE MARKET CLOSES THE LOOP Internal Organization Market Strategy Align Design Mission Vision Competition Finance
35. Opportunities and threats THIS REQUIRES LEADERSHIP AND COMMUNICATION Internal Organization Market Strategy Align Design Mission Leadership Vision Competition Finance Communication
36. Opportunities and threats IF YOU CAN’T BEAT THEM, JOIN THEM… IN AN ALLIANCE Internal Organization Market Strategy Align Design Mission Leadership Vision Competition Alliances Finance Communication
37. A COMPANY’S CONTINUITY DEPENDS ON ECONOMIES Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Mission Leadership Vision Competition Alliances Finance Communication
38. THESE ECONOMIES EFFECT ORGANIZATIONAL DESIGN Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Competition Alliances Finance Communication
39. AND HAVE A LARGE IMPACT ON A VALUE PROPOSITION Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication
57. RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATION RESTRATEGIZE ≠ MERGERS AND ACQUISITIONS RESTRATEGIZE ≠ GROWTH AND EXPANSION
58. RESTRATEGIZE = HOW TO ADAPT TO AN ECONOMIC CRISIS RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATION RESTRATEGIZE ≠ MERGERS AND ACQUISITIONS RESTRATEGIZE ≠ GROWTH AND EXPANSION
62. RESTRATEGIZE = 10 x RE Slides taken from my presentation How to restrategize your company in an economic crisis. RECAP
63. IT TAKES TEN STEPS TO ADAPT TO AN ECONOMIC CRISIS.
64.
65. STEP 1. REALIZE YOU ARE IN AN ECONOMIC CRISIS Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication Time Geography future past present Crisis Crisis Crisis Crisis
66. Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 2. REDEFINE YOUR LEADERSHIP Crisis Crisis Crisis Step 2.
67. Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 3. REESTABLISH YOUR MISSION Crisis Crisis Crisis Step 3.
68. Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 4. REVISE YOUR VISION Crisis Crisis Crisis Step 4.
69. Economies - Knowledge - Scale Internal Organization Market Restrategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 5. RETHINK HOW YOU COMMUNICATE IN YOUR MARKET Crisis Crisis Crisis Step 5.
70. Economies - Knowledge - Scale Internal Organization Market Restrategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 6. REDEFINE YOUR VALUE PROPOSITION Crisis Crisis Crisis Step 6.
71. Economies - Knowledge - Scale Internal Organization Market Restrategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 7. REDISTINGUISH YOURSELF FROM YOUR COMPETITORS Crisis Crisis Step 7.
72. Economies - Knowledge - Scale Internal Reorganization Market Restrategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 8. REDESIGN YOUR ORGANIZATION Crisis Step 8.
73. Economies - Knowledge - Scale Internal Reorganization Market Restrategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 9. REORGANIZE YOUR ALLIANCES Step 9. Crisis
74. Economies - Knowledge - Scale Internal Reorganization Market Restrategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication STEP 10. REFINANCE YOUR COMPANY Step 10.
75. Economies - Knowledge - Scale Internal Reorganization Market Restrategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication Time Geography future past present RESULTING IN A RESTRATEGIZED COMPANY
99. WE WILL BE FINE! CRISIS BUSINESS AS USUAL PRESENT PAST
100. WE NEED BETTER MARKETING! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED BETTER MARKETING!
101. WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO COOPERATE WITH OUR SUPPLIERS!
102. WE NEED TO OUTSOURCE OUR IT! WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! BUSINESS AS USUAL PRESENT PAST WE NEED TO OUTSOURCE OUR IT!
103. WE NEED TO OUTSOURCE OUR IT! WE NEED TO CANCEL OUR TRAINING PROGRAMMES! WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! BUSINESS AS USUAL PRESENT PAST WE NEED TO CANCEL OUR TRAINING PROGRAMMES!
104. WE NEED TO OUTSOURCE OUR IT! WE NEED TO CANCEL OUR TRAINING PROGRAMMES! WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! WE NEED TO MAKE SURE OUR STAFF WILL STAY! BUSINESS AS USUAL PRESENT PAST WE NEED TO MAKE SURE OUR STAFF WILL STAY!
105. WE NEED TO OUTSOURCE OUR IT! WE NEED TO CANCEL OUR TRAINING PROGRAMMES! WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! WE NEED TO SIMPLIFY OUR PORTFOLIO! WE NEED TO MAKE SURE OUR STAFF WILL STAY! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO SIMPLIFY OUR PORTFOLIO!
106. WE NEED TO INNOVATE! WE NEED TO OUTSOURCE OUR IT! WE NEED TO CANCEL OUR TRAINING PROGRAMMES! WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! WE NEED TO SIMPLIFY OUR PORTFOLIO! WE NEED TO MAKE SURE OUR STAFF WILL STAY! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO INNOVATE!
107. WE NEED TO REDUCE OUR WORKFORCE! WE NEED TO INNOVATE! WE NEED TO OUTSOURCE OUR IT! WE NEED TO CANCEL OUR TRAINING PROGRAMMES! WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! WE NEED TO SIMPLIFY OUR PORTFOLIO! WE NEED TO MAKE SURE OUR STAFF WILL STAY! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO REDUCE OUR WORKFORCE!
108. WE NEED TO OFFER DISCOUNTS! WE NEED TO REDUCE OUR WORKFORCE! WE NEED TO INNOVATE! WE NEED TO OUTSOURCE OUR IT! WE NEED TO CANCEL OUR TRAINING PROGRAMMES! WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! WE NEED TO SIMPLIFY OUR PORTFOLIO! WE NEED TO MAKE SURE OUR STAFF WILL STAY! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO OFFER DISCOUNTS!
109. WE NEED TO OFFER DISCOUNTS! WE NEED TO REDUCE OUR WORKFORCE! WE NEED TO INNOVATE! WE NEED TO OUTSOURCE OUR IT! WE NEED ADDITIONAL RESOURCES! WE NEED TO CANCEL OUR TRAINING PROGRAMMES! WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! WE NEED TO SIMPLIFY OUR PORTFOLIO! WE NEED TO MAKE SURE OUR STAFF WILL STAY! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED ADDITIONAL RESOURCES!
110. WE NEED TO CUT COSTS! WE NEED TO OFFER DISCOUNTS! WE NEED TO REDUCE OUR WORKFORCE! WE NEED TO INNOVATE! WE NEED TO OUTSOURCE OUR IT! WE NEED ADDITIONAL RESOURCES! WE NEED TO CANCEL OUR TRAINING PROGRAMMES! WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! WE NEED TO SIMPLIFY OUR PORTFOLIO! WE NEED TO MAKE SURE OUR STAFF WILL STAY! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO CUT COSTS!
111. WE NEED TO CUT COSTS! WE NEED TO OFFER DISCOUNTS! WE NEED TO REDUCE OUR WORKFORCE! WE NEED TO INNOVATE! WE NEED TO OUTSOURCE OUR IT! WE NEED ADDITIONAL RESOURCES! WE NEED TO CANCEL OUR TRAINING PROGRAMMES! WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! WE NEED TO FOCUS ON SALES! WE NEED TO SIMPLIFY OUR PORTFOLIO! WE NEED TO MAKE SURE OUR STAFF WILL STAY! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO FOCUS ON SALES!
112. WE NEED TO STAY CALM! WE NEED TO CUT COSTS! WE NEED TO OFFER DISCOUNTS! WE NEED TO REDUCE OUR WORKFORCE! WE NEED TO INNOVATE! WE NEED TO OUTSOURCE OUR IT! WE NEED ADDITIONAL RESOURCES! WE NEED TO CANCEL OUR TRAINING PROGRAMMES! WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! WE NEED TO FOCUS ON SALES! WE NEED TO SIMPLIFY OUR PORTFOLIO! WE NEED TO MAKE SURE OUR STAFF WILL STAY! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED TO STAY CALM!
113. WE NEED TO STAY CALM! WE NEED TO CUT COSTS! WE NEED TO OFFER DISCOUNTS! WE NEED TO REDUCE OUR WORKFORCE! WE NEED TO INNOVATE! WE NEED TO OUTSOURCE OUR IT! WE NEED ADDITIONAL RESOURCES! WE NEED TO CANCEL OUR TRAINING PROGRAMMES! WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! WE NEED MORE CONTROL! WE NEED TO FOCUS ON SALES! WE NEED TO SIMPLIFY OUR PORTFOLIO! WE NEED TO MAKE SURE OUR STAFF WILL STAY! CRISIS BUSINESS AS USUAL PRESENT PAST WE NEED MORE CONTROL!
114. WE NEED TO STAY CALM! WE NEED TO CUT COSTS! WE NEED TO OFFER DISCOUNTS! WE NEED TO REDUCE OUR WORKFORCE! WE NEED TO INNOVATE! WE DON’T KNOW WHAT TO DO! WE NEED TO OUTSOURCE OUR IT! WE NEED ADDITIONAL RESOURCES! WE NEED TO CANCEL OUR TRAINING PROGRAMMES! WE NEED TO COOPERATE WITH OUR SUPPLIERS! WE NEED BETTER MARKETING! WE NEED MORE CONTROL! WE NEED TO FOCUS ON SALES! WE NEED TO SIMPLIFY OUR PORTFOLIO! WE NEED TO MAKE SURE OUR STAFF WILL STAY! CRISIS BUSINESS AS USUAL PRESENT PAST
115. … AND THAT MAKES A LEADERSHIP CRISIS MORE LIKELY.
129. ARE THE LEADERSHIP RULES FROM THE BOOKS… DEFINE SHARED OBJECTIVES ESTABLISH SHARED VALUES AND BELIEVES PERCEIVE INDIVIDUAL OBJECTIVES SECONDARY TO TEAM OBJECTIVES RECOGNIZE DISTRIBUTED LEADERSHIP IDENTIFY ADAPTATONS TO COMPANY ENVIRONMENT ETC.
130. ARE THE LEADERSHIP RULES FROM THE BOOKS… DEFINE SHARED OBJECTIVES ESTABLISH SHARED VALUES AND BELIEVES PERCEIVE INDIVIDUAL OBJECTIVES SECONDARY TO TEAM OBJECTIVES RECOGNIZE DISTRIBUTED LEADERSHIP IDENTIFY ADAPTATONS TO COMPANY ENVIRONMENT ETC. … THE SAME AS THE RULES FROM YOUR PRACTICE?
135. SO WHAT ABOUT… DEALING WITH GRIEF FEAR PAIN SADNESS CONCERN SORROW ETC.
136. SO WHAT ABOUT… DEALING WITH GRIEF FEAR PAIN SADNESS CONCERN SORROW ETC. EMPLOYEES AS HUMANS PERSPECTIVE
137. AND HOW ABOUT REESTABLISHING ONGOING AND DISCIPLINED CLIENT ATTENTION…
138. AND HOW ABOUT REESTABLISHING ONGOING AND DISCIPLINED CLIENT ATTENTION… CLIENTS AS GOLDFISH PERSPECTIVE
139. … BY DELEGATING ACTIONS TO OPERATIONS WHILE RETAINING CENTRALIZED LEADERSHIP.
140. … BY DELEGATING ACTIONS TO OPERATIONS WHILE RETAINING CENTRALIZED LEADERSHIP. DOESN’T THAT SOUND LIKE A GREAT IDEA? MANAGERS AS SHEEPDOG PERSPECTIVE
146. A REDEFINITION CALLS FOR HUMAN CREATIVITY. CREATIVITY IS AS MUCH ABOUT BOUNDARIES AS IT IS ABOUT LIBERTIES. IN A CRISIS, LEADERS BOTH RESET BOUNDARIES AND RECREATE LIBERTIES.
147. A REDEFINITION CALLS FOR HUMAN CREATIVITY. CREATIVITY IS AS MUCH ABOUT BOUNDARIES AS IT IS ABOUT LIBERTIES. IN A CRISIS, LEADERS BOTH RESET BOUNDARIES AND RECREATE LIBERTIES. EMPLOYEES WILL KEEP TO BOUNDARIES WHEN THEY FEEL RESPECTED EMPLOYEES WILL UTILIZE LIBERTIES WHEN THEY FEEL TRUSTED
148. A REDEFINITION CALLS FOR HUMAN CREATIVITY. CREATIVITY IS AS MUCH ABOUT BOUNDARIES AS IT IS ABOUT LIBERTIES. IN A CRISIS, LEADERS BOTH RESET BOUNDARIES AND RECREATE LIBERTIES. EMPLOYEES WILL KEEP TO BOUNDARIES WHEN THEY FEEL RESPECTED EMPLOYEES WILL UTILIZE LIBERTIES WHEN THEY FEEL TRUSTED CREATIVITY BY DEFINITION CANNOT BE FOUND IN THE MINDS OF YOUR CURRENT BOARD ROOM MEMBERS, IT CAN BE FOUND IN THE MINDS OF YOUR MOST CUTTING, REBELLIOUS AND INNOVATIVE EMPLOYEES.
149. ! ! A REDEFINITION CALLS FOR HUMAN CREATIVITY. CREATIVITY IS AS MUCH ABOUT BOUNDARIES AS IT IS ABOUT LIBERTIES. IN A CRISIS, LEADERS BOTH RESET BOUNDARIES AND RECREATE LIBERTIES. EMPLOYEES WILL KEEP TO BOUNDARIES WHEN THEY FEEL RESPECTED EMPLOYEES WILL UTILIZE LIBERTIES WHEN THEY FEEL TRUSTED CREATIVITY BY DEFINITION CANNOT BE FOUND IN THE MINDS OF YOUR CURRENT BOARD ROOM MEMBERS, IT CAN BE FOUND IN THE MINDS OF YOUR MOST CUTTING, REBELLIOUS AND INNOVATIVE EMPLOYEES.
151. NEW LEADERSHIP RULE #1: RESET BOUNDARIES IN YOUR COMPANY NEW LEADERSHIP RULE #2: RECREATE LIBERTIES IN YOUR COMPANY
152. NEW LEADERSHIP RULE #1: RESET BOUNDARIES IN YOUR COMPANY NEW LEADERSHIP RULE #2: RECREATE LIBERTIES IN YOUR COMPANY NEW LEADERSHIP RULE #3: RESPECT AND TRUST YOUR EMPLOYEES
153. NEW LEADERSHIP RULE #1: RESET BOUNDARIES IN YOUR COMPANY NEW LEADERSHIP RULE #2: RECREATE LIBERTIES IN YOUR COMPANY NEW LEADERSHIP RULE #3: RESPECT AND TRUST YOUR EMPLOYEES NEW LEADERSHIP RULE #4: RESTART WITH THE UNUSUAL SUSPECTS
162. OPEN WINDOW #1 REARTICULATE YOUR COMPANY BELIEFS OPEN WINDOW #2 RECONFIRM YOUR COMPANY VALUES
163. OPEN WINDOW #1 REARTICULATE YOUR COMPANY BELIEFS OPEN WINDOW #2 RECONFIRM YOUR COMPANY VALUES OPEN WINDOW #3 REIGNITE YOUR COMPANY PURPOSE
164. REESTABLISHING YOUR MISSION DETERMINES YOUR NEW BUSINESS DEFINITION AND RENEWS THE DRIVING FORCES IN YOUR COMPANY. IT WILL GIVE YOUR MANAGERS AND EMPLOYEES NEW ENERGY. IT WILL MAKE YOU COME UP WITH NEW AND STRONG IDEAS. IT WILL REESTABLISH THE REASON WHY YOUR COMPANY EXISTS.
179. *WHAT’S RIGHT IN- OR OUTSIDE OF YOUR COMPANY IS ALWAYS DEPENDENT ON THE RECEIVING PARTY. TO COMMUNICATE YOUR VISION USE THE RIGHT* MESSAGE WITH THE RIGHT* MEDIUM AND THE RIGHT* TIMING #3
180. RETHINK HOW YOU COMMUNICATE IN YOUR MARKET STEP 5 UPDATED AND EXPANDED
187. CLIENTS EXPECT MARKET LEADERS AND ESTABLISHED PLAYERS TO FOLLOW TRENDS IN TECHNOLOGY.
188. CLIENTS EXPECT MARKET LEADERS AND ESTABLISHED PLAYERS TO FOLLOW TRENDS IN TECHNOLOGY. ON THE OTHER HAND, TECHNOLOGY IS ONE SIDE OF THE NEWCOMERS’ TACTICS TO WINNING MARKET SHARE.
189. CLIENTS EXPECT MARKET LEADERS AND ESTABLISHED PLAYERS TO FOLLOW TRENDS IN TECHNOLOGY. ON THE OTHER HAND, TECHNOLOGY IS ONE SIDE OF THE NEWCOMERS’ TACTICS TO WINNING MARKET SHARE. THE OTHER SIDE IS…
192. DESIGN IS CONSTANTLY GAINING INTEREST. INTERACTION IS THE REASON WHY. DESIGNING IS THE NEW SCOPING IN COMMUNICATION.
193. DESIGN IS CONSTANTLY GAINING INTEREST. INTERACTION IS THE REASON WHY. DESIGNING IS THE NEW SCOPING IN COMMUNICATION. IT’S NO LONGER ABOUT WHO YOU WANT TO TALK TO… IT’S ABOUT WHO WANTS TO LISTEN.
206. CLIENTS DECIDE WHETHER OR NOT YOU ARE DELIVERING VALUE FOR MONEY. THAT’S WHY WE CALL IT PERCEIVED VALUE.
207. CLIENTS DECIDE WHETHER OR NOT YOU ARE DELIVERING VALUE FOR MONEY. THAT’S WHY WE CALL IT PERCEIVED VALUE. PS. CLIENTS ARE EMOTIONAL BEINGS THAT TEND TO PRETEND THEY ARE RATIONAL DECISION MAKERS (…BUT REALLY THEY’RE NOT!) IT’S THE CLIENT STUPID!