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Managing Business Uncertainty

With An Eye Towards A Positive Future

Change is a constant in business. But when faced with exceptional events, leaders need to take a hard look at their tools, systems, processes and—most important—strategies.

  • We have gone from a period of growth to a time of uncertainty.
  • Adaptability has never been more important.
  • The need for visibility, control and agility has NOT changed.

This whitepaper will lay out a framework for leaders whose companies are viable but who recognize that they must substantially change their approach to remain as healthy as possible.

For those businesses, we recommend examining three questions:

  • What can you see right now?
  • What can you control now?
  • How can you be agile to change now?

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Visibility, Control and Agility

You need visibility into cash flow, receivables, projects, inventory and operational risks. You need prudent advice, a list of potential sources of capital and a single-minded forward-focus. With so many critical decisions to make, you need the right numbers, and you need them right now.

Not all businesses are affected equally. In this guide, we’ll lay out a framework for leaders whose companies are viable but who recognize that they must substantially change their approach to remain as healthy as possible.

Read More

Actionable Processes

How To Take Stock of the Situation

Visibility Checklist

How To Determine Immediate Priorities

Process Checklist

Government Pandemic Resources

$2 Trillion Stimulus Breakdown

Pandemic Scenario Planning

Tabletop Planning Exercises

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Change is a constant in business.

Steering a company during uncertain times requires an analytical approach with an emphasis on visibility, control and agility.

All major crises change things in the short term, and then for the long term. Managing through uncertainty is an art and a science. Keep tight control of cash and an eagle eye on the balance sheet. Listen to employees, customers, shareholders and other stakeholders. Communicate. Be honest and transparent to the extent possible. Think different so that when the crisis is over, your company is poised for success.

Understanding the fundamental needs of your customers will help you deal with unknowns and new scenarios as they play out. What if you can take some of the guessing out of the equation?

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