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Our experience is that many companies suffer from Departmental Myopia – each of the company’s component parts are working independently. HR is working on its HR policies and programs, Finance deals with cash flows, Operations is rushing ahead – but there’s no synthesis.

It may be worth engaging us for one of the following:

• Strategic Plans

• Business Continuity Planning

• Exercises – Litmus tests of contingencies and due diligence

• Preparing Executives for Battle

• Intelligence Collection – Clairvoyance over Confusion

• Surviving the Crisis

• Third Party Audit and Assessments

• Bounce Sessions?

Strategic Planning

There are lots of consulting firms that offer lectures on strategic planning. While we can do that, we would rather help you develop and implement your plan. Our approach includes the Battle, Picquette or Bypass strategy:

Battle Engagement. Don’t Tilt at Windmills. Your company executives are busy. They can’t afford to waste time chasing issues that hold no importance to them. But first, you need to decide the difference between issues of importance and those that are simply an irritant. This could be lobbying against government intervention, leveraging new technology or attracting the right labour force in a rapidly shrinking pool. Battle Engagement means you have to dedicate resources and effort to deal with the issues.

Piquetting. Your company may not necessarily have to jump into the fight, but you need to understand what’s on the horizon and you must continue to watch it. This could be an emerging technology or new legislation.

By Pass. Your company identifies a threat or opportunity but with meticulous analysis you confirm that you can pass it by.

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Business Continuity/Contingency Planning.

We like to call this Contingency Plans. Often, an event brings crisis and crisis can overwhelm. We help identify potential crisis, then help companies shape the requisite contingency plan and then train the staff to develop and execute them. As example, OSONS Solutions recently developed an exercise focused on the crash of a trans-polar international flight in the high Arctic. We brought together commercial, non-government and government agencies to shape a plan and then tested its utility. We have worked on such problems as the loss of a major (60% of corporate revenues) client and how to conduct a business recovery strategy (and avoid potential bankruptcy).

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Exercises – Litmus Tests of Survival and Due Diligence

Many companies are having problems in developing and executing an exercise or trial to test its continuity or contingency plans. We can write, oversee and assess these tailored exercises. Or, should your company want to develop its own expertise in developing its own exercises – we can train them.

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Preparing Executives for Battle

Many executives are drowning. They are busy fighting their own battles (Departmental Myopia) and are madly treading water. But how do you determine what battles require corporate attention and which are delegated to a department? How do you ensure that the Department is fighting a battle that is in the corporation’s best interest? Every executive has a bias and almost everyone believes that if they run the best department – it is automatically in the corporate best interest. But – who decides what programs, policies and initiatives to be pursued? How do you synthesize these programs so that they are not self-serving? Finally, ask yourself this – when was the last time an executive suggested that some of his staff, resources or powers be transferred to another department (or outsourced)?

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Intelligence Collection – Clairvoyance over Confusion

We offer methods of securing business intelligence, reading the market environment, conducting industrial estimates and developing a reasoned environmental picture, looking over the horizon to help shape a strong strategic plan with a sound apportionment of resources to fight those battles that are essential to corporate success.

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Surviving the Crisis

We offer a series of lectures, presentations and hands-on exercises to identify potential crisis that your company might face and then walk the executives through a meaningful response and recovery. These are short sessions (1-2 days) designed specifically for your company, with a practical example, followed with an analysis of probable effects and coordinated responses. An example may illustrate. We used the example of the recent the collapse of major infrastructure at an airport – and the long term effects on investors, public confidence, business operations and litigation. We then walked the people through a coordinated long term plan to address all of these issues. But our greatest benefit was making them stop and think though the effects – some obvious – many less so. As example, we explored the effects on Senior Executives who would be facing prosecution (even if they were innocent) and the trickle down effects on the next level of management to pick up the ball (because their bosses might be distracted with all of this litigious pressure).

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Bounce Sessions?

What’s a bounce session? There are times when a CEO or Senior Executive needs to clear his head and think through a problem without disclosing it to his staff. As example, the issue might be sensitive – such as the CEO wants to explore the benefits of outsourcing a service, or preparing for pending labour negotiations or even deciding how to introduce a new professional training program to a body of executives who might be offended by such an initiative (believing it a criticism of their competence). Bounce sessions (normally 2-4 hours) permit the CEO to explore an issue BEFORE engaging his or her subordinate staff.

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