Tag: Executive Communication

How Companies Are Coping With Disruption, According To Howard Kunreuther And Michael Useem

by Bright Osadiaye, posted in Health & Well-Being, Leadership, Management, Workplace Learning
magnifying glass on white paper
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‘If your organization has not yet experienced a serious disruption or crisis, it is probably not a question of whether it will occur, but when.’

‘Company leaders are now more prepared to think about the unthinkable, and to improve transparency, communication, and readiness to weather the worst.’

‘Deliberative thinking … gives greater attention to systematic analysis and complex protocols, both essential for company readiness for disruptions.’

‘A greater risk appetite requires higher tolerance for disruption.’

‘Companies are striving to prepare for and manage adverse events, disruptions, and crises in a more comprehensive fashion under the rubric of enterprise risk management and business continuity planning.’

‘When disaster strikes, if directors, executives, and managers have already put in place a risk management culture and architecture enabling them to take comprehensive action in response, companies will be better prepared to recover from disruption and remain aligned with the firm’s core values.’

‘Critical to a firm’s recovery are leadership and organizational preparedness, a readiness for fast action, a set of key risk indicators, and real-time data on the potential threats at hand.’

‘Bringing directors with prior executive risk-management experience on to the board can strengthen its deliberative oversight.’

‘Company failure to comply with regulations can damage not only a company’s regulation but even shut down its operations.’

Source

Howard Kunreuther and Michael Useem (2018). Mastering Catastrophic Risk: How Companies are Coping with Disruption

‘Where Great Companies Find Lasting Success’

by Bright Osadiaye, posted in Health & Well-Being, Improve Academy, Leadership, Management, Personal Development, Workplace Learning
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‘Trust is the bedrock of innovation, because ideas can’t be forcibly pulled from people’s heads.’

‘Smart leaders think laterally. They love to learn from innovative thinkers in different industries.’

‘Smart companies build alliances with other smart companies. They’re known by the company they keep.’

‘Trust, more than pay or perks, is the secret to making a best-places-to-work list.’

‘Smart companies encourage people to talk about their mistakes and what they learned along the way.’

‘Teams, even in large companies, tend to perform best when they’re at their leanest- eight to twelve people.’

‘Teams, when small, can move faster. Team members will sacrifice for other team members at a smaller size, but not at a larger size.’

‘Trust is easily destroyed by executive hypocrisy.’

‘Taste is more than design. It’s a sensibility that appeals to the deepest part of ourselves.’

‘Taste need not be original. It often borrows from successful products and services of the past.’

‘Taste is not the result of random genius. It takes hard work, discipline, and patience.’

‘Taste signals the deep intelligence of a product or service. Most customers will pay more to feel smart.’

Source

Rich Karlgaard (2014). The Soft Edge: Where Great Companies Find Lasting Success