The Future is Unwritten
Reimagine, Reinvent and Regeneration
We're still at the symbolic stage of responding to a pivotal phase. For many leaders, recovery is just another defensive tactic many feel obligated to use when results are poor or expectations are no longer being met. True resilience is something far different. It begins with a shift in mindset and then following strategies which are rooted in people and those key relationships that have been forged through adversity, expertise and opportunity.
To prepare your response to disruption, take an inventory of the parts of your business that will test your resilience. Then ask yourself: is it resilience I need for this, or can something else resolve this problem?
Building resilient outcomes is what we do.
How we view disruption is anchored to a belief system that things have turned against us, that the tables have turned on our team, that the unpredictable is now a reality — or something worse. That said, much of the disruption we face today has landed on our watch, through no fault of our own, but we are held accountable for the critical decisions that are made going forward.
So much has changed or is in the process of evolving over these last few months. At CGR, we believe that business remains our greatest platform for transformation when organizations are aligned under shared values and a sense of people-centered innovation.
Your strongest, best qualified and most versatile relationships are the connective tissue between a mission statement and your performance.
How Innovation Is Supported
Ideas must be feasible and adjustable. High-impact change is driven by people and partners aligned to transformation.
How Your Workforce Operates
A culture tethered to devices creates new challenges. Meet those demands through learning, development and service.
How Your Brand Engages Customers
Be more than doing the same things better. Deliver experiences that reshape your value proposition and key relationships.
How You Impact the Greater Community
Become a transformative organization. Commit to initiatives that improve the workspace and living spaces in the community.
What the pandemic period and supply chain disruptions have revealed are the key stress points at an accelerated rate. But it also opens up is an opportunity — and a dire need — for every company to build the core competencies that needed attention much sooner: to be more digital, to be first-party data-driven, versatile and responsive; to consider variable cost structures, agile operations and smarter choices in automation; to recalibrate outdated risk strategies; to forge new relationships and strategic alliances; and to create stronger requirements in supply chains as well as a broader online scope with improved security.
Let's throw out baseline ways of thinking and tear down the fences we've put up as barriers to growth. Let's pledge to not settle for average.
Get Our Response to Disruption
Outmaneuvering uncertainty — by mitigating the immediate challenges while building stronger relationships — will create more resilient teams who will look back at this crisis as their pivot to a more secure future.
Tom LaRue
GE Plastics
In all my years working around the world, I have never met anyone of Mr. Connell's ability when it comes to crossing cultural barriers. In situations of tremendous stress or disruption — gaining the trust of diverse groups and winning them over — he's in a league almost by himself.
Rise to the challenge of disruption and what comes next.
Digital transformation has gone into overdrive in the last several months — and if you're only focused on the right now and not what's coming into view, your business will get left behind.
START RESPONDING TODAY
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