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Many companies start their innovation and digital transformation endeavors with an internal team focused on reducing costs, improving customer care and increasing revenue. Executives should recognize that not all the ideas will come from internal resources and they can successfully expand the scope of their innovation activities. Transformation projects almost always mature over a few…

All transformation projects are held together by a strategic decision made by top leadership with a clear vision, along with an amplification of visionary voices heard throughout the organization. With leadership repetitively prompting pace and ambition, a formal communication system underwriting the vision and process should always be present. The communications plan must include more…

Big data, with its complimentary AI & ML engines attached, relays unthinkable opportunities for company performance over the next decade. And we so easily envision this future bounded inside current organizational constructs, like inside the existing organization chart. Then some external force – like the COVID pandemic – comes around and flips our understanding upside…

While it feels like the doldrums, as CV-19 ebbs and flares with no one the wiser on where it’s all going to end, it is satisfying to focus on what we can manage. In fact, what we can manage should be where we spend most of our time. Hotels, airlines and restaurants got it straight…

The world is inexorably changing, generally driven by technological, social and economic forces. But this process is rarely smooth and is typically punctuated by sharp intermittent shocks which catalyse existing slow-moving trends to force irreversible change. Covid-19 has catalysed quite a few of these underlying forces, with more likely to come. As we see it,…

Executive leadership around the world continues its new-world mandate to maneuver through the ever-changing pandemic. Sadly, the first green sprouts of a post-Covid world were summarily squashed last week with total coronavirus cases passing 10 million and health experts estimating the true number to be at least 10 times that. We do Scenarios to help…

Rule #1: Don’t choose a Scenario as your favorite, unless you want to end up deeply disappointed. The purpose of crafting alternative Scenarios is to have a broad view of the future to give you a much more robust strategy and detailed playbooks. Rule #2: Confirmation bias is your enemy and as data flows in,…

In our CV-19 Scenario Planning, we often talk about second order effects – the consequences that occur after the primary effect. For example, the initial practices of social distancing and business-constraining regulations had the consequences of airlines reaching a near standstill and sending their leased planes back to their lessors. Orders for new planes got…