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And so the resiliency question really is a conversation with the board about, where do you need to add buffer capacity to make sure the decisions we make can last through various crises? Yes, I will try to do better at predicting.Īnother question the board is actually asking is, how resilient are the decisions that we're making? We've learned a lot about the lack of resiliency of our decisions. The first is, are you going to do a better job predicting the future? Now, how good are you at prediction? And of course, you can go in with better strategic planning and scenario planning, but that question is of limited ability for you to answer it. How do I handle risk? And we spent time with CEOs to say, let's break down the problem.Īnd the problem is the board is really saying three different questions to you. And the question at the beginning of this was risk. They had gone through the great financial crisis, and suddenly they're facing a pandemic. For many boards, this was almost the second black swan within a decade.
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And so this period from lockdown to long dance has been an evolution for everybody.Īnd in fact, in our first series of CEO conversations, during lockdown, the conversation was really about risk. But what we've been facing now, since then, going into the autumn, going into 2021, is the long dance. We all know what that was, where we had to lock down our societies and try to deal with Covid. Well, we started our conversations during lockdown. I use Tomas Pueyo's language around the long dance. In fact, it's evolved as the pandemic has evolved. And this is a result of conversations across over 35 markets, through more than 85 forums, talking to 2,000 executives, and specifically 600 CEOs.Īnd that conversation has evolved throughout 2020. You are moving into a new era of the firm where you need to compete on the basis of speed and scale. You just wouldn't have had the dress rehearsal.Īnd we've been talking about the fact that you are hurtling towards the era of the scale insurgent. But without that pandemic, you'd still be heading for a new, more turbulent world. And how do I think about that? Does that change everything I'm doing or not?Īnd the way I would think about it is the pandemic was a dress rehearsal for a new, more turbulent world. Because frankly, for every CEO, you know, it's your first pandemic. JAMES ALLEN: It's hard to know when you've gone through a pandemic whether that changes everything. Here we offer insights for CEOs who seek to change their world and build a legacy of extraordinary results. Beyond the host of daily decisions on the desks of chief executives lie deeper questions about the future of their companies, customers and entire industries.