Why strong companies still fail to see a crisis coming
Information is often present long before action. The bottleneck is interpretation, incentives and organisational willingness to challenge the prevailing story.
Insights
Thinking for uncertain times.
Perspectives from ARSB on resilience, transformation, governance, strategy and leadership under pressure.
Strategy, structure and resources must point in the same direction
A strategy is not credible when the organisation, budget and talent remain configured for yesterday’s business.
Transformation requires authority, accountability and resources to be aligned
Leaders cannot reasonably be held responsible for outcomes while being denied the authority and resources needed to deliver them.
Leadership teams are often less aligned than they appear
Agreement in meetings can conceal different assumptions, incentives and interpretations of success.
Before changing the business, decide what must not change
Transformation should preserve the organisation’s essential strengths, relationships, values and sources of trust.
Capabilities should outlive the leaders who built them
Enduring organisations convert individual experience into systems, disciplines and institutional memory that remain effective through leadership transitions.