The Executive Team that acts before devastation

The Executive Team that acts before devastation

We know that slow-burn problems can be fatal. The discarded cigarette in tinder-dry countryside which, at first, smoulders then ignites a fire. Whipped up by strong winds, it develops into a devasting wildfire.


Some executives don't react, until the problems become too painful to ignore. Nokia, Kodak, MySpace, and Pan Am all - metaphorically speaking - tossed the cigarette away and suffered from inertia as the devastation ran its course.


But other executives do take action, even when there is no apparent urgency to change.

  • Amazon continues to innovate at a steady pace, despite its market dominance. Look at the success of AWS.
  • A mature market and concern about sugar-filled drinks, hasn’t stopped Coca-Cola being a hostage to its history. The company has pivoted to healthier beverages.
  • Nestlé has diversified and expanded into health science products.


A CIS Framework gives Executives Teams an vital early-warning system

Last month I was working with an executive team whose company is growing rapidly. The headcount will increase by at least third between 2023 and 2025. Numerous issues demanding immediate strategic decisions are on the top team’s plate: from re-categorising customers, to upgrading after-sales service and developing a new range of products – including whether to invest heavily in a new factory in Slovenia. So what were we working on? None of those initiatives.

We worked on their early warning system. The CEOs premise was threefold.


First, resource constraints and demanding customers make it almost impossible to invest in culture development right now. Everyone is run off their feet. But at some point in the next 24 months, investment in this area will be critical.


Second, there is a clear need to establish systems and processes so they don’t miss the early signals. In essence, we created a CIS Framework (Common Information Scoreboard): to identify problems at the lowest levels, rapidly communicate them up and across the global organization, and agree on a evaluation and prioritization system. This allows the senior team act in a clear and co-ordinated manner.


Third, the CEO ruled out resorting to a reactive approach because wait-and-see is often too late by the time the warnings reach Head Office.


So what do the CEO achieve? Wouldn’t the team’s time be better served resolving the other pressing issues?


Well life will always throw surprises at us. A key customer defects, a product has persistent quality issues, key talent gets poached. The CIS Framework creates a shared process and mental preparation among the key leaders. Plus its much easier to adapt and co-ordinate action from this common, well-understood system, than to have a top team constantly fire-fighting for the next two years. Let's see what happens, but my betting is the CEO has just ensured his company will be a Nestlé, not a Nokia.



Photo: Karsten Winegeart

Saahil Mehta

Entrepreneur | Author | Keynote Speaker | Peak Performance Coach | Mountaineer | 100 Coaches Dr. Marshall Goldsmith | Chapter President - EO MEPA Bridge

8 个月

Great share and super important Steven Hunt . Otherwise the foundation doesn't get stronger which inhibits growth.

Laurent Hoeberigs

Trusted Advisor | Triangular Leadership | Talent Retention

8 个月

Thank you for sharing Steven Hunt! Very important point you raise here; you want to address your challenges when they are still young and small, before they get large and overwhelming. The CIS framework is very powerful, thank you!

回复
Dr Howie Jacobson

Executive Coach and Mentor | Trigger-Free Leadership | Mindset Mastery for Teams

8 个月

Long-term thinking is so natural to us humans. I think of the 7th Generation Principle of the Iroquois Confederation, and the Systems Approach of Indigenous Australians as examples. What is it about our culture that makes this so counter-intuitive, I wonder? Why do successful companies so regularly falter and fall, blindsided by threats and changing landscapes without ever deviating from default thinking?

回复
Mitchell Levy, CCS

Inc 5000 CEOs Leading the Future with Executive Abundance | Exec Coach: Marshall Goldsmith’s 100 Coaches | Top 16 Leadership Voice | 2x TEDx Speaker | Intl Bestseller 65 Books | x-Public Board Member

8 个月

Great insights, Steven! From what I know, developing a CIS Framework enhances both clarity and credibility within the executive team. By establishing clear systems to identify and address issues early, executives can act decisively and maintain trust in their leadership, ensuring the company's resilience and proactive growth.

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Mary Olson - Menzel

CEO, MVP Executive Development, Coach, Business Advisor, Leadership Expert, Speaker, Facilitator, Author of the National Bestseller "What Lights You Up? Illuminate Your Path and Take the Next Big Step in Your Career"

8 个月

Planning for the unexpected is not easy, and many surprises can crop up even with the best laid plans - it’s what we do to learn and to pivot that makes a big difference! Thank you for sharing Steven Hunt!

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