The first post in the series pointed out that even “expected” consequences of pandemic slowdowns, supply chain disruptions and semiconductor availability surprise enterprises. This post considers what should be done in light of these and other business disruptions.
Domestic, monetary and fiscal policies continue to affect marketspaces and enterprise planning in China, USA, EU, India, and beyond. Decisions being made now will be fulfilled in the future.
If enterprise planning and risk managers want to minimize disruption, they now must:
1) Look to past investment levels in agility and resilience to see if spending for the future is consistent with coping with contingencies now and coming soon (“Winter is Coming”)
2) Test competitive positioning to see if economic and policy changes have created vulnerabilities where an Alien Invasion is imminent (“The Barbarians are Coming”)
3) Implement initiatives to protect and expand revenue and margins (“21st Century Skunkworks”)
4) Build capabilities and capacity in marketing and sales in counter to competition and stakeholder concerns (Selling Inflation)
5) Wresting the best results from initiatives and investments (“BAD Projects” and “Value from Data”)
EkaLore has several approaches and skills to help our customers understand how to execute on these needs – strategically and operationally.
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