What keeps you up at night?
If you’re like most executives, the problem is what you don't see coming.
Unfortunately, disruption, by its nature, is unpredictable — to steal from Monty Python, “Nobody expects the Spanish Inquisition.”
But what can a company do about something it doesn’t even know is threatening to destroy it?
Former McKinsey & Company senior partner Jon Spector offers a great piece of advice when he recommends "focusing on controlling the controllable and not worrying so much about the uncontrollable."
The only real way to safeguard your company against bad times is to do everything in your power to make sure its functioning as well as possible in good times.
For most companies, this means using data-driven insights to optimize performance in critical areas:
- Strategic planning
By strengthening competitive weaknesses and building on competitive strengths, even if you can’t avoid disruption entirely you’ll be in a much better position to respond to it quickly, decisively and more effectively than less-sophisticated peers.
Take Uber again.
It wasn’t an overnight success. It was founded as “UberCab" in 2009 and took a few years to scale. It had impressive growth, but it wasn't anything anyone in the taxi business couldn’t have seen coming and countered with a custom app (and maybe a marginally-improved customer experience).
Had cab companies paid closer attention they might now be in a better position — with billions of dollars in increased equity — instead of having to sue their way back in business.
What about you? Are you doing everything you can to control the controllable?
If yes, rest easy. But if not? R.I.P.
How you compare to your competition? Our Strategic Analysis & Benchmarking tool can show you.
→ Request a 15-minute, no-pressure demo: