(Community Matters) Breaking for lunch but my next task is to take in the latest McKinsey quarterly, Leading Through Uncertainty.
follow up:
This matrix a super starting template for scenario planning:
the article provides a good structure with which to launch strategic planning in a very uncertain economic environment. As they point out, the objective shouldn’t be to only survive (though not a bad one) but also to “seize the extraordinary opportunities that arise during periods of vast uncertainty.” As I’ve pointed out in other postings, some undercapitalized businesses should liquidate rather than dig a deeper hole and risk further asset value declines.
Many consumers likely will reduce consumption and postpone retirement – what are the implications of this on your business or your clients businesses?
Deleveraging means that expectations for business must be lowered, i.e., baseline expectations for profit margins, growth and return to shareholders.
Quarterly performance may not longer be the objective, could be long-term survival.
“A crisis tends to surface options – such as how to slash structural costs while minimizing damage to long-term competitiveness. . . “
“Plan for the worst and hope for the best.”
Already too many notes for implications to organizations on boards I serve.
Community Matters 