Talking Resilient Futures

In this 90-minute dialogue with your team the focus is on stimulating the mindset to understand and explore how leaders and teams as a whole need to act now to find their way forward in the COVID Economy - for themselves and their organization.

The key topics typically focus on:

The COVID Economy: What You Must Know to Survive & Thrive

We discuss the critical conditions that have emerged alongside and through the current CVD-19 pandemic. Most are very aware of the health implications. But are people really aware of the business, social, economic and rapidly emerging opportunities and risks?

In this environment every resource counts. Capabilities applied to the wrong opportunities and risks will have unintended consequences that are likely to create more problems than they solve. Authentic strategy to leverage the COVID Economy is a must!

The Opportunities: There for the Taking Resilient Futures

New industries and consumer behaviours have emerged ‘overnight’. For those willing to innovate and break the bonds of the past, the COVID Economy is rich with opportunities akin and even above those of the industrial and Internet revolutions.

What is it to be PanSafe? What is the Tele-work Industry? How will service-based organizations and their knowledge workers change? How is a new approach to resilience created in the COVID Economy? These are but a very few of the rapidly emerging opportunities that may be leveraged.

The Risks: Mitigating a Clear & Present Danger

Strategic opportunity and risk are two sides of the same coin. Behind every risk is opportunity and vice versa. The challenge is to rapidly identify risks and mitigate to leverage their underlying opportunity.

How will rented space and our ‘square-metre economy’ be impacted? How will the businesses that rely on commercial real estate in densified cities and towns make up for lost foot traffic? What will be the flow-on effect for public and private transport? How will cities and towns grow in a social-distanced world?

Act Now: The Quick-Wins

While the medium to long-term future is important, what is urgent is to identify what can be done - NOW!

Where do we see the immediate opportunity? What risks do we need to cover to access the immediate and emergent opportunities?

We expect that team members will engage in the discussion, align on the outcomes, and, more so – commit actions immediately following the discussion to move forward through their understanding of the COVID Economy.

Understanding the drivers of disruption, their implications for organizations and industries and the basics of leveraging disruption in the COVID Economy and beyond is a critical core capability that organizational leaders must acquire.

Disruptive change in the 21st century is the norm. Pandemics are but one ongoing condition that will continue to emerge. Other disruptions observed prior to CVD-19 are also still with us. The new future of work (AI, automation, robotics, etc), financial and economic viability and inequity, social unrest, competition for markets and resources from emerging countries, and of course the largest challenge for any leader – the degradation of planetary health – must still be on the radar of any 21st century leader.

Those with the capability to decode disruption and then ‘change ahead of change’ will be the successful leaders of the future.

Resilient Futures’ 2019 Report on organizational disruption readiness indicated that there was much room for improvement based on what organizations were seeing as key drivers of change, and their readiness to leverage those disruptors. The report and associated presentations are based on data collected through the Disruption Ready Organization diagnostic.

This tool enables you to take a snapshot of the types of disruption your organization faces and quickly identify whether others within your organization are aligned in what they are seeing. Getting those baseline insights is a valuable first step in being disruption ready as, in many cases, what is identified is easy to rectify – once known.

The Disruption Ready Organization Diagnostic also helps to reveal potential strategic opportunity-risks within disruption and forms the backbone of a highly interactive discussion.

Revealing current levels of disruption readiness leads to both immediate action and ongoing thinking that combine to alter an organization’s trajectory toward leveraging disruption to generate sustainable value.

All work is being disrupted and irrespective of qualification, role or tenure, there are no guarantees that any skillset or job will remain valued. Rapidly moving technology, changing work habits, new business models and global competitive pressures in the COVID Economy are changing the working landscape forever. The future of work in this reality is a mystery to many, if not most.

While organizational Learning and Development (L&D) departments used to take on the responsibility for supporting the professional development of their people they too are now dealing with continuous disruption and trying to understand what the future of work means for L&D in the future. In this situation, people within organizations must play a significant role in determining their own, individual future work.

This talk focusses participants on what they can do to become proactive strategists in determining the skills that they require to be active and valued in the COVID Economy and beyond.

Attendees will understand what it means to take on an ‘I am Strategist’ mindset for themselves as part of owning their future work and developing the skill-sets for their success within the COVID Economy and beyond.