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.

1. HOW TO RESTRATEGIZE YOUR COMPANY IN AN ECONOMIC CRISIS

2. UPDATED AND EXPANDED HOW TO RESTRATEGIZE YOUR COMPANY IN AN ECONOMIC CRISIS

3. STOP FIGHTING.

4. START ADAPTING.

5. MY AIM IS TO MAKE THESE TWO MESSAGES STICK.

6. 1. STOP FIGHTING.

7. 2. START ADAPTING.

8. NOW YOU MIGHT WONDER:

9. STOP FIGHTING WHO?

10. START ADAPTING TO WHAT?

11. THOSE ARE GOOD QUESTIONS.

12. HOWEVER…

13. ...FIRST THINGS FIRST.

14. DO YOU NEED TO RESTRATEGIZE?

15. YOU HAVE A VISION.

16. YOU HAVE A STRATEGY.

17. SO YOU KNOW WHERE YOU ARE.

18. AND YOU KNOW WHERE YOU ARE GOING.

19. RIGHT?

20. WRONG.

21. WE DID NOT KNOW THIS ECONOMIC CRISIS.

22. WE CAN ONLY ESTIMATE ITS IMPACT.

23. YOU WILL NEED TO RESTRATEGIZE

24. AND I WILL EXPLAIN EXACTLY WHY.

25. BY USING A GENERAL MODEL OF A COMPANY.

26. Market INTRODUCING A COMPANY STARTS WITH A MARKET

27. THE FINANCIAL MARKET BEING A SPECIFIC PART OF THAT Market Finance

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

40. THERE IT IS, A GENERAL MODEL OF A COMPANY.

41. NOW LET’S PUT IT TO WORK.

42. Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication INTRODUCING A CRISIS IN THE FINANCIAL MARKET Crisis

43. Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication THAT LEADS TO MARKET DOWNTURN AND - CRISIS Crisis Crisis

44. Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication FOLLOWED BY AN INTERNAL ORGANIZATION CRISIS Crisis Crisis Crisis

45. Economies - Knowledge - Scale Internal Organization Market Strategy Opportunities and threats Align Design Design Mission Leadership Vision Value proposition Competition Alliances Finance Communication … AND POSSIBLY A LEADERSHIP CRISIS Crisis Crisis Crisis Crisis

46. AND THERE YOU HAVE IT.

47. A COMPANY IN AN ECONOMIC CRISIS

48. A COMPANY IN AN ECONOMIC CRISIS Slides taken from my presentation Restrategize methodology. RECAP

49. SO?

50. WHAT ABOUT A REVISION?

51. IF YOU WERE TO ACCEPT THE CRISIS AS A GIVEN…

52. RECONSIDERING YOUR STRATEGY BECOMES A NECESSITY.

53. RESTRATEGIZE.

54. RESTRATEGIZE. Slides taken from my presentation Do you need to restrategize? RECAP

55. RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATION

56. RESTRATEGIZE ≠ SHAREHOLDER VALUE MAXIMIZATION RESTRATEGIZE ≠ MERGERS AND ACQUISITIONS

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

59. COMPANIES HAVE TO ADAPT TO AN ECONOMIC CRISIS…

60. … AND RESTRATEGIZE IS HOW.

61. RESTRATEGIZE = 10 x RE

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.

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

76. OR TO PUT IT IN LESS WORDS:

77. TO GO FROM HERE…

78. A COMPANY IN AN ECONOMIC CRISIS

79. … TO HERE:

80. A RESTRATEGIZED COMPANY

81. GOT IT?

82. ONCE MORE.

83. A COMPANY IN AN ECONOMIC CRISIS

84. A RESTRATEGIZED COMPANY

85. I KNOW.

86. TOO MUCH.

87. TOO FAST.

88. REWIND.

89. IT TAKES TEN STEPS TO ADAPT TO AN ECONOMIC CRISIS.

90. REALIZE YOU ARE IN AN ECONOMIC CRISIS STEP 1 UPDATED AND EXPANDED

91. FINANCIAL MARKETS ARE IN A CRISIS.

92. TRUST SALES PROFIT past present past present past present

93. LEADING TO A CRISIS IN BUSINESS-TO-BUSINESS MARKETS...

94. BUSINESS TRUST, SALES AND PROFIT ARE D O W N O W N W N N

95. … AND BUSINESS-TO-CONSUMER MARKETS AS WELL.

96. WHERE CONSUMER TRUST, SALES AND PROFIT USED TO BE IN THE PAST HERE

97. WHERE CONSUMER TRUST, SALES AND PROFIT PRESENTLY ARE HERE

98. YOUR ORGANIZATION WILL BE IN CRISIS AS A RESULT…

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.

116. NOW HERE’S THE THING.

117. TO ADAPT, YOU WILL FIRST HAVE TO REALIZE.

118. SO, HERE WE GO.

119. ECONOMIC CRISIS NEXT SLIDE WILL HELP YOU REALIZE YOUR COMPANY IS IN AN

120. ECONOMIC CRISIS PREVIOUS SLIDE WILL HELP YOU REALIZE YOUR COMPANY IS IN AN

121. SORRY ABOUT THAT.

122. BUT NOW YOU REALIZE.

123. YOUR COMPANY IS IN AN ECONOMIC CRISIS.

124. REDEFINE YOUR LEADERSHIP STEP 2 UPDATED AND EXPANDED

125. LET’S EXAMINE YOUR LEADERSHIP.

126. IS YOUR LEADERSHIP ABOUT PROTECTING AND SUPPORTING?

127. IS IT ALL ABOUT COMMUNICATING, COACHING AND MOTIVATING?

128. OR BOTH?

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?

131. THE BOOKS TELL YOU TO SHARE, DISTRIBUTE AND ADAPT.

132. HOWEVER, THE BOOKS DO NOT LEAD COMPANIES.

133. (LUCKILY)

134. PEOPLE LEAD COMPANIES.

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

141. IN AN ECONOMIC CRISIS…

142. … THERE IS A LOT TO ASK FROM YOUR LEADERSHIP.

143. AND UNLESS YOU HAVE SUPER HUMAN POWERS…

144. … A REDEFINITION IS ASKED FOR.

145. A REDEFINITION CALLS FOR HUMAN CREATIVITY.

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.

150. NEW LEADERSHIP RULE #1: RESET BOUNDARIES IN YOUR COMPANY

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

154. REESTABLISH YOUR MISSION STEP 3 UPDATED AND EXPANDED

155. FIRST TO-DO FOR FRESHLY REDEFINED LEADERSHIP: GET UP VERY EARLY

156. SECOND TO-DO FOR FRESHLY REDEFINED LEADERSHIP: INVITE FUTURE STARS

157. THIRD TO-DO FOR FRESHLY REDEFINED LEADERSHIP: LOCK THE ROOM

158. FOURTH TO-DO FOR FRESHLY REDEFINED LEADERSHIP: HEAD FOR THE SKIES

159. ONCE YOU’RE IN THE ROOM HEADING FOR THE SKIES…

160. … OPENING WINDOWS IS A GOOD WAY TO START.

161. OPEN WINDOW #1 REARTICULATE YOUR COMPANY BELIEFS

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.

165. REVISE YOUR VISION STEP 4 UPDATED AND EXPANDED

166. NOW YOU KNOW WHERE YOU ARE AGAIN.

167. NEXT STOP: DECIDE WHERE YOU ARE GOING.

168. ARE YOU GOING FOR GOLD?

169. LOOKING FOR BLACK SWANS?

170. OR IS IT THE END OF BUSINESS AS IT USED TO BE?

171. IT’S UP TO YOU.

172. HOWEVER…

173. TIMING IS EVERYTHING.

174. BECAUSE REVISING YOUR VISION ACTUALLY MEANS…

175. … COMMUNICATING ABOUT YOUR IDEAS OF THE FUTURE.

176. THREE NOTIONS ON COMMUNICATION.

177. USE SIMPLIFICATION EG. THE CONCEPT OF BIKES IN URBAN AREAS WILL BE REINVENTED IN THE NEXT THREE YEARS #1

178. BUT PREVENT OVER- SIMPLIFICATION EG. URBAN BIKES 2.0 #2

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

181. NOW YOU KNOW WHERE YOU ARE GOING AGAIN.

182. TIME TO COMMUNICATE IN YOUR MARKET.

183. ESSENTIALS IN MARKET COMMUNICATION NEW

184. IN EFFECTIVE MARKET COMMUNICATION…

185. … THERE ARE TWO NEW ESSENTIALS.

186. TECHNOLOGY NEW

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…

190. DESIGN NEW

191. DESIGN IS CONSTANTLY GAINING INTEREST. INTERACTION IS THE REASON WHY.

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.

194. REDEFINE YOUR VALUE PROPOSITION STEP 6 UPDATED AND EXPANDED

195. THINK OF TECHNOLOGY AND DESIGN SOME MORE.

196. WHERE ARE THEY IN YOUR VALUE PROPOSITION?

197. DO YOU USE TECHNOLOGY AND DESIGN TO ENHANCE EFFICIENCY (SUITABILITY) IN YOUR OPERATIONS? #1

198. IF YOU ANSWERED YES TO QUESTION #1…

199. … MORE VALUE DEMANDS MORE SCALE.

200. DO YOU USE TECHNOLOGY AND DESIGN TO IMPROVE EFFECTIVENESS (PURPOSIVENESS) OF YOUR SALES EFFORTS? #2

201. IF YOU ANSWERED YES TO QUESTION #2…

202. … MORE VALUE DEMANDS MORE KNOWLEDGE.

203. OR DO YOU USE TECHNOLOGY AND DESIGN TO INNOVATE YOUR PRODUCTS AND SERVICES TOGETHER WITH YOUR CLIENTS? #3

204. IF YOU ANSWERED YES TO QUESTION #3…

205. … YOUR CLIENTS ARE CREATING THE VALUE.

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!

208. REDISTINGUISH YOURSELF FROM YOUR COMPETITORS STEP 7 UPDATED AND EXPANDED

209. THE COMPETITIVENESS OF YOUR REDEFINED VALUE PROPOSITION IS DETERMINED BY YOUR…

210. SPEED

211. DECISIVENESS

212. SUSTAINABILITY

213. IF YOU’RE VALUE PROPOSITION IS…

214. EXPLICIT,

215. PRIORITIZED,

216. CONSISTENT,

217. COMMUNICATIVE,

218. AND RESPONSIBLE…

219. 1. MAKE IT HARD TO COPY

220. 1. MAKE IT HARD TO COPY 2. MAKE IT STABLE IN VALUE

221. 1. MAKE IT HARD TO COPY 2. MAKE IT STABLE IN VALUE 3. MAKE IT APPLICABLE

222. 1. MAKE IT HARD TO COPY 2. MAKE IT STABLE IN VALUE 3. MAKE IT APPLICABLE 4. MAKE IT SUPERIOR

223. THEN YOUR CLIENT WILL DEFINITIVELY…

224. NOW LEAVE THE COMPETITION STUCK IN THE DESSERT

225. LEAVE THE COMPETITION STUCK IN THE DESSERT AND IN THE FUTURE

226. REDESIGN YOUR ORGANIZATION STEP 8 UPDATED AND EXPANDED

227. REDESIGNING YOUR ORGANIZATION AS A DESIGNER:

228. 1. SPECIALIZE FUNCTIONS THAT ADD VALUE

229. 2. BUILT COORDINATION IN BETWEEN

230. 3. REALIGN BASED ON MARKET INTERACTION

231. 4. REPOSITION TO ENABLE EMPLOYEES

232. 5. ORGANIZE AROUND THE CLIENT

233. PS. THERE ARE NO RULES FOR REDESIGNING AS A DESIGNER

234. REORGANIZE YOUR ALLIANCES STEP 9 UPDATED AND EXPANDED

235. IF YOU WANT TO COCREATE…

236. FORM AN ALLIANCE

237. IF YOU WANT TO MASS INNOVATE…

238. USE CROWDSOURCING

239. REFINANCE YOUR COMPANY STEP 10 UPDATED AND EXPANDED

240. IF YOU’RE RUNNING A REVITALISED AND RENEWED BUSINESS REFINANCING IS THE LOGICAL ENDING TO RESTRATEGIZING.

241. IT TOOK TEN STEPS TO ADAPT TO AN ECONOMIC CRISIS.

242. REMEMBER THESE QUESTIONS?

243. STOP FIGHTING WHO?

244. START ADAPTING TO WHAT?

245. LET’S CONCLUDE WITH THE ANSWERS.

246. 1. STOP FIGHTING THE PAST.

247. 2. START ADAPTING TO THE FUTURE.

248. NOW…

249. WHAT’S YOUR RESTRATEGY GOING TO BE?

250. Creative Commons is a non-profit that offers an alternative to full copyright. creativecommons.org PHOTO CREDITS flickr.com OUKE ARTS re strategy consultant © 2009 e-mail [email_address] twitter oukearts linkedin Ouke Arts blog restrategize.blogspot.com