Posted by Nicolai Kolding
For those of you who have read the first two parts of my trilogy on long-term strategic planning: I swear I’m almost done. If you have actually enjoyed this ride, well, thank you. We should meet one day. I can only assume you’re one-of-a-kind, wildly misunderstood, absurdly funny (if only to yourself most of the time), and have the kind of mind that collects countless random statistics (most of which have no practical applications). You probably drive a manual transmission.
You ready then for the grand finale? Let’s hop to it. If you recall, our two questions created four Scenarios each with a probability attached. Our next step is to assess the organization’s level of preparedness. Ask yourself: what would happen to my company if any one of my Scenarios came true? As an example, let’s take the bottom left Scenario: in this instance we have broker commission rates artificially capped at 2% while Goozillsoftmart has decided not to become a player in direct brokerage. For any company that has already been doing business at 2%, this could be a welcome environment. They can go about business as usual while their competitors scramble to reposition themselves. For many, it would force a hard assessment of how the company is structured. The result would inevitably be dramatic change.
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