Value chains. They define how your business is changing today due to globalization, technological advances, competition, outsourcing, and reliance on global interdependency. They also spell out how effectively your company identifies and manages risks—such as product failures, environmental disasters, intellectual property theft, paralyzing snowstorms, pandemic fears, skills shortages, reckless lending policies, terrorism, identity and technological theft, industrial espionage, and new technology exploits—that challenge your organization’s resiliency.

Whether in the boardroom, manufacturing floor or cyber-space, rapid change without a value-aligned and well-defined process for managing risks and establishing a risk-conscious culture is a recipe for disaster. How can your organization manage risk in this new environment? We offer practical advice and customized solutions to ensure that you are prepared to overcome or prevent risks resulting from inevitable changes and global events.

Market volatility; corruption; unfair trade practices; environmental issues; and a relentless stream of geopolitical, natural, and man-made events challenge today’s supply chain management leaders constantly. As such, these industry professionals are increasingly recognizing and valuing the rewards of resilience in their networks. However, a lack of effective guidance and inadequate information on how to quantify resilience make it difficult for supply chain managers to take a logical, data-driven approach to making resilience investment decisions.

Leaders navigate uncertainty, managers manage risk. A market driven strategy for navigating uncertainty will change the way you think about risk and uncertainty. A must for both growth leaders and business managers, discover how to navigate uncertainty to gain market advantage.

Discover how industry executives were able to look beyond financial performance and envision the opportunity by better understanding uncertainty. Instead of a broad swipe at risk they focused on the speed of decision making and a situation. With change as the trigger and tangible growth as objective, the manager’s competencies and capabilities aligned with the leader’s goal of creating value.

This results in a leadership “pull”, rather than a management “push”. The reward is greater speed of execution and leverage of risk and methods, programs, processes, and technologies. Not based on theory the work is the culmination of a decade of research, application and interaction with dozens of companies, growth leaders and observed successes all with a common theme: there is greater value in uncertainty than in traditional risk management. The reward is greater speed of execution and leverage of risk and methods, programs, processes, and technologies.