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When “Money Talks” = The Failure Spiral

by on 29. Jun, 2011 in Blogs, Corporate Growing Pains, Environmental analysis, Geoff's Blog, Issues and crisis, Leadership, Risk Management, Strategy

Various Australian governments, by allowing money to talk so loudly, have put themselves into a spiral where this same pattern is repeated over and over. And each time the pattern is repeated, the cost of fixing it becomes higher and higher. Also each time, it is our values, our lives and the futures we are trying to create that are diminished.

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When the unexpected isn’t

by on 08. Feb, 2011 in Blogs, Corporate Growing Pains, Environmental analysis, Issues and crisis, Latest News, Leadership, Michelle's Blogs, Risk Management, Strategy

Unplanned for doesn’t mean unexpected, it just means not planned for or not thought about. Much business press discussed recent severe weather as unexpected, but it isn’t. It’s to be very much expected. So how are you handling expected but irregular events?

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Scenarios – A thinking and planning tool

by on 08. Feb, 2011 in Blogs, Corporate Growing Pains, Environmental analysis, Geoff's Blog, Issues and crisis, Organisational Alignment, Risk Management, Strategy, Values

Many organisations have failed to see scenario planning as a wonderful method for strategy thinking and planning, yet experience demonstrates that scenario planning produces innovative, practical, inspirational plans that focus on delighting customers and clients.

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#bakedrelief modelling Exemplary Leadership

by on 20. Jan, 2011 in Blogs, Corporate Growing Pains, Issues and crisis, Leadership, Michelle's Blogs, Values

A Brisbane woman, concerned for the welfare of her family, inspires a community movement #bakedrelief and demonstrates Exemplary Leadership in the model of Kouzes and Posner.

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Stop the crisis – Monitor the external environment

by on 15. Dec, 2010 in Blogs, Corporate Growing Pains, Environmental analysis, Geoff's Blog, Issues and crisis, Risk Management

In these cases and many others, we are talking about companies with immense experience and excellent reputations. They are managed well and would have crisis and risk management plans. Yet in each case, the consequences exceeded anything they planned for.

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