In the CEO Afterlife

SEPTEMBER 12, 2011

by John • September 12, 2011 • Human Resources , Leadership , Strategy • 4 Comments. September 13, 2011 at 3:27 am. Advance planning is very important, however, as you know, it’s impossible to know every crisis that may come your way. September 13, 2011 at 10:30 pm. In the CEO Afterlife.

Crisis Management 268

Crisis Management Crisis CEO Management 268

Harvard Business Review

MARCH 23, 2011

For a number of reasons, the size, complexity scale and symmetry of risk are vastly different in 2011 than 1991. These firsts-of-their-kind developments require unprecedented degrees of creativity.". Every half century or so, the risk assumptions underlying our economic, social and political foundations change dramatically.

Uncertainty 14

Uncertainty Supply Chain Scenario Planning Sharpe 14

Harvard Business Review

SEPTEMBER 9, 2015

This is exactly what happened during 2010 and 2011 as the global economy was bouncing back.) Strategies to Implement Now. Companies should anticipate this trend and start developing “value pricing” and less expensive products. All of this causes significant swings in inventory and orders.

Supply Chain 8

Supply Chain Retail Crisis Operations 8

Harvard Business Review

JULY 10, 2014

The product of an MIT CTL research initiative called Future Freight Flows, it is a method of convening conversations and achieving alignment, based on the practice of scenario planning. This makes scenario planning an effective approach for long-range freight transportation planning.

Planning 8

Planning Scenario Planning Transportation Workshop 8

Harvard Business Review

FEBRUARY 14, 2011

Developments in the Middle East — first the removal of long-time Tunisian President Zine el-Abidine Ben Ali in January 2011 and now Hosni Mubarak's stepping down in Egypt — suggest that authoritarian regimes in the region are not immune to "people power."

Strategy 13

Strategy Politics Short-term Long-term 13