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Strategy for Resilience

April 12, 2012 | Comments: 0 | Views: 133

The fundamental challenge in competitive and uncertain environments for organizations is the need to invest resources toward the development of adaptable, market sensitive and responsive strategies driving growth. Once strategies have been defined they require integrated business systems that monitor, lead to the development of strategic insight, and facilitate the design and deployment of values, policies and plans in timely and efficient manner creating an organization that is dynamically market aligned for growth and competitiveness.

Growth strategies under times of uncertainty need to address strategic issues relating to both current and new markets. Strategies directed at current markets focus on delivering and renewing competitive value propositions to existing customers in a competitive market. This enables the organization to grow with customers by being relevant and in tune with changing needs to the customer &/or consumer. In relation to new markets, strategies need to enable the identification of attractive new segments and markets, make measured investments in potentially attractive end markets where existing organization capabilities and assets may be leveraged on. The growth strategy of the organization needs to comprise a portfolio of revenue streams that is reviewed, renewed and managed on an ongoing basis. This portfolio of revenue streams would need to be multi-level and dimensional covering geographic markets, customers, industries and sub-segments.

Strategies no matter how creatively developed and relevant only deliver value to the organization when they can and are implemented. In competitive environments design and implementation of growth strategies requires effective processes that address innovation, customer relationship, supply, operations and people capability developments that support growth strategies.

Organization specific innovation processes and framework should be crafted to support both product and process innovation. Upstream marketing activities are required to identify growth opportunities and provide unique market insight. Process and operations need to be designed so that they are capable to deliver the value propositions communicated through marketing and sales and continuously improved to deliver at levels that are competitive and differentiated. People across the total organization are linked to every part of the business, thus total workforce knowledge, skills, experience and behaviour required to support growth and operational capability requirements have to be defined, development plans established and required resources committed for effective and timely deployment.

In summary leadership actions that can be taken to move an organization towards resilience would include answering the following questions:

  • What do we need to remain competitive and grow in our current markets?
  • What new markets and segments are growing and provide good growth opportunities?
  • Which of our capabilities / competencies may be relevant to these new target markets?
  • What value proposition should be offer to these new target markets?
  • What processes are required to deliver this value proposition?
  • What capabilities are required to perform these processes at a competitive and differentiated level?
  • How can these capabilities be developed in the time available?
  • What resources are required to support these capability development plans?
  • What are the actions and who is accountable to implement capability development plans?

Fernando Kevin Vince is currently the Chief Operating Officer with a global multinational. He is the author of 7 books, regular speaker at regional conferences and a certified trainer with American Management Association. He is the founder of The Association for Strategy & Leadership Professionals. Details can be found on

Source: EzineArticles
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Growth Strategies


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Strategic Planning

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