FORWARD Resilience
Resilience Advisory
The current state of play in respect to the way we deal with disruptions, especially when it comes to the resilience element, resembles Abraham Maslow’s often repeated observation ‘when the only tool you have is a hammer then all the problems start to look like nails’.
Efforts to build resilience reflect value judgments about what must be preserved and strengthened—so they must ask “value resilience™ of what?” and “value resilience™ for whom?”
Value Resilience™ calls on you to rethink your systems of influence around your customers, competitors, capability, and Industries
01. CUSTOMER
Anticipate Value Migration
We define value resilience™ as the capacity to anticipate, plan for, and mitigate against the impact of value migration—and seize the opportunities—associated with environmental and social change
02. Competitors
Adopt Transient Advantage
Value Resilience™, some have argued, is akin to an immune response; it is protective when functioning normally, but it can be compromised
03. Resources
Rethink Institutional Memories
The need for resilience could spark transformative change in organisation
Organisations should become crucibles of change in the twenty-first century
04. industry
Extend Political and Economic Radar
The emergent conversation about value resilience™ presents an opportunity to shape industry thinking and practice
In a value resilient system, disruption has the potential to create opportunity for doing new things, for innovation, and for development
fORWARD Resilience
System Dynamic Approach
Value Resilience Advisory ensure what others have in mind when they think about their strategy and future success of their business and their entire industry.
With regards to what is the value issue under investigation and which factors need most attention to address the issue?
We ask the practical questions which in turn raise a more basic philosophical question about how they conceptualise YOUR organisation.
How your people, whether they are leaders, advisers or commentators, make sense of themselves their competitors, industries and societies.
How to anticipate outcomes well enough to shape and communicate intelligent strategy / policy?
‘In today’s complex business world company leaders are repeatedly challenged to rethink dominant strategic logics, and if necessary to adapt their firms to cope with turbulence and change. Strategic modelling based on system dynamics is a powerful tool that helps to better understand the feedback structures underlying the dynamics of change.
The the appeal and power of business modelling to make sense of strategic initiatives and to anticipate their impacts through simulation. This allows organisations to conduct their own policy experiments.’
Dr Erich Zahn, Professor for Strategic Management, University of Stuttgart
