Index
Abraham, Jack, 179
accounting tools, in climate action, 134–135
additive manufacturing, 188
agriculture, monoculture in, 149–152
Amazon, 114–115, 126, 155, 164, 178, 195, 203
American Airlines, 16
antitrust policy, and efficiency, 155
Apple Computer, 41, 57–58, 60–61, 114, 121–122
Atlassian, 127
automation, and supply chains, 187–188
Awdish, Rana, 74
backcasting, 102
Bakker, Peter, 138
Barron’s, 23
Becker, Dean, 3
Benjamin, Sheri, 88
BlackRock, 137
Blonder, Greg, 23
Brenneman, Greg, 175
Britton, Joe, 117
Built to Last (Collins and Porras), 15
business models
innovation and, 28
stall-out and, 169
strategic resilience and reinvention of, 16, 17–19, 20, 24
Business Roundtable, 113
Cannon-Brookes, Mike, 127
carbon reduction programs, 111, 113, 115, 118, 119, 120, 121, 123, 124, 125, 126, 127, 129, 130–131, 132, 134–135
Carney, Mark, 111
change, and strategic resilience, 18, 19, 20, 23, 24, 27, 38–39
chief financial officers (CFOs), and climate action, 133–138
China Clean Energy Fund, Apple, 121–122
Christensen, Clayton M., 41–62
Cleveland Clinic, 63–64, 66, 67, 69–71, 75–77
business model changes for, 131–132
changes in rules and regulations and, 136–137
chief financial officers (CFOs) and, 133–138
employees’ pressure for, 114–115, 127–128
financial markets and focus on, 137–138
financial teams and collaboration for, 135–136
government climate policies and, 120
macro/ societal initiatives in, 111–113
microeconomic approach to, 114–115
next level of action in, 132–133
political action in, 112, 113, 116–120
reasons for undertaking, 113–116
rethinking the business in, 112, 113, 128–132
shareholder primacy focus versus, 112–113
stakeholder relationships in, 121–128
sustainability issues and, 116, 118, 121, 127–128, 133
three actions for deeper change in, 112, 113, 116–132
ways of talking about, 138–142
climate change
corporate spending on, 111
flooding and, 119
food shortages and, 122
heat waves and, 128
impact of temperature increases and, 119, 122, 125, 128, 130
inadequacy of current policies on, 115
nature’s collapse and, 125
need for companies to combat, 113
water uncertainty and, 130
ways of talking about, 138–140, 141
CNN, 23
Compaq Computer, 22, 30, 53, 197
compassionate organizations, 79–94
bottom-up response in, 83, 91–92
context for action in, 83, 89–91
context for meaning in, 82, 83, 84–86
corporate routines and networks in, 90–91
demonstrating humanity by leaders in, 83, 84–86
empathy and, 80
importance of, 80
leaders’ role in, 79, 80, 81, 82–83, 93–94
measuring dimensions of compassion in, 86–87
modeling behaviors by leaders in, 83, 89
organizational values in, 82, 87–88
positive spirals of compassion in, 92
reallocating resources in, 83, 89–90
September 11, 2001, terrorist attacks and examples of, 80–82, 89, 90, 92
symbolic gestures in, 89
competition, and resilience, 22–23
competitive advantage
disruptive technologies and, 43
resilience as, 49
complex systems theory, 163
concentration camp survivors, and resilience, 4–5, 9, 12
consolidation
efficiency and pressure for, 148–149
growing power of the few resulting from, 147, 150–151
impact on agriculture of, 152
contingency planning, 102
continuous-flow manufacturing, 188
Control Data Corporation (CDC), 53, 60, 61
corporate fitness campaign, Ford, 162–168
cost cutting
corporate fitness and, 162–163, 164–165
recession recovery and, 192, 193, 194, 195, 198–200, 201, 203–204
stall-out recovery with, 171
cost structures
evaluating disruptive technologies using, 43, 49–50
waste management and, 148
Covid-19 pandemic, 95, 181, 183
crisis simulations, 102
customers
Apple’s new product research with, 58, 60–61
assessing potential of sustaining technologies by, 55–56
conversion to new technologies by, 53
corporate climate action and, 112, 113, 124–126
disruptive technologies initial rejection by, 42, 43, 45, 46, 47, 50, 52, 54, 62
Home Depot’s relationship with, 174–176
investment in technology for existing, 41–42, 43–44, 51
in new markets for disruptive technologies, 57, 58
sustainable brands and, 114
Deloitte, 114
Deming, W. Edwards, 143
denial, and strategic resilience, 18, 21–23, 27–28
Deutsche Börse, 156
Digital Equipment Corporation, 22, 41, 43, 44
disruptive innovation
sustaining innovation versus, 44, 46–47
disruptive technologies, 41–62
characteristics of, 45
company’s revenue and cost structures in evaluating, 49–50
customers’ initial rejection of, 42, 43, 45, 46, 47, 50, 52, 54, 62
customers in new markets created for, 57, 58
defining strategic significance of, 54–57
hard-disk-drive industry example of adoption of, 46–50
independence of spin-off in, 61
locating initial market for, 57–59
management approaches to, 61–62
measuring performance improvements with, 55–57
pattern of failure with, 41–42, 43
performance trajectories and, 47
resource-allocation processes and, 51–52
Seagate Technology example of, 51–54, 56–57, 58
second to invent strategy in, 58
separate organization for building, 59–61
Dweck, Carol, 73
earnings, resilience gap in, 15, 17, 18
economic outcomes
Gaussian distribution of, 145–146, 147
growing power of the few from consolidation and, 147, 150–151
Pareto distribution of, 146–147
business environment from unrelenting focus on, 144
economic outcomes and, 144–148
Hackett’s corporate fitness campaign at Ford and, 162–168
management as a science and, 143–144, 145
mergers and, 155
monoculture example of, 149–152
pressure to consolidate for, 148–149
recession recovery and, 200–202
resilience and, 145, 154–155, 158–159
self-interest of players in, 152–154
Emerson, Ralph Waldo, 74
empathy
compassionate response versus, 80
hospital video training on, 76
employees
climate action and, 112, 113, 114–115, 127–128
sustainability and, 140
ENEL, 131
environmental factors, in scenario planning, 107
Evergreen scenario-planning exercise, 101, 104–106
failure of businesses, and disruptive technologies, 41–42
Feuerstein, Aaron, 92
financial markets, and climate action, 137–138
financial tools, in climate action, 134–135
Fink, Larry, 137
Flex, 186
Foote Hospital, Jackson, Michigan, 91–92
Ford, 15, 22, 27, 162, 164–165, 166–167
forecasting, 102
founder’s mentality, 170, 171, 176, 177, 178, 180
Fukuyama, Francis, 159
future, in planning. See strategic foresight
Futures Strategy Group (FSG), 101–103
Gates, Bill, 27
Gaussian distribution, and economic outcomes, 145–146, 147
General Motors (GM), 16, 30, 168
globalization, and supply chains, 181, 183, 189–190
goal hierarchies in gritty organizations, 64, 66, 69–71
Grit, model of. See organizational grit
founder’s mentality and, 170, 171, 177, 178
Home Depot example of, 174–176
main barrier to, 170
obsessing over business’s front line and, 173–176
rediscovering mission and, 170–173
team activities for, 177
hard-disk-drive industry, 46–50, 53–54, 59–60, 61
health care organizations. See also Cleveland Clinic; Mayo Clinic
growth mindset and leadership in, 65, 73
organizational compassion and, 91, 93
organizational grit in, 63–64, 65
patient focus in, 73
social norms of passion for patients in, 64
Hewlett-Packard, 15, 121, 196–197
Higgins, Tory, 193
hiring process
climate conversations in, 141–142
organizational grit and, 65–66
horizon scanning, 102
hospitals. See also health care organizations
organizational compassion in, 83, 90, 91–92
Hudson Institute, 99
IBM, 17–18, 23, 41, 42, 50, 51, 58
improvising, in resilience, 5, 11–14
innovation
business models and, 28
climate action with, 122–123, 133
sustaining versus disruptive, 44, 46–47
variety of ideas in, 32
International Accounting Standards Board (IASB), 137
investment
existing customers’ needs and decisions about, 41–42, 43–44, 51
recession recovery and, 202
reigniting growth using, 171–172
resources for strategic resilience and, 33–37
James, William, 199
Jobs, Steve, 174
King, Mervyn, 136
Land, Edwin, 57
leaders
climate action and, 111
compassionate organizations and role of, 79, 80, 81, 82–83, 93–94
demonstrating humanity by, 83, 84–86
organizational grit developed by, 65, 74–77
leadership
Coast Guard scenario-planning exercises and, 103–104, 105
founder’s mentality and, 170
reigniting growth and, 177, 178
Linton, Tom, 183
Long View scenario-planning exercise, 101, 103–105, 106
luck, and resilience in survival, 7, 14
Malden Mills, 92
management
resilience training for, 158–159
Man’s Search for Meaning (Frankl), 9
market, for disruptive technologies, 56, 57–59
Martin, Roger L., 143–159, 162, 166
Mayo Clinic, 63, 65–66, 69, 71–73
McChrystal, Stanley, 68
McKelvey, Bill, 148
meaning
compassionate organizations’ context for, 82, 83, 84–86
resilience and search for, 4, 8–11
medicine. See health care organizations
mergers, and efficiency, 155, 156
Merlino, Jim, 76
Microsoft, 23, 27, 114, 131, 134–135, 195
mission, and reigniting growth, 170–173
MWW Group, 90
Mondavi, Robert, 174
monoculture, and efficiency, 149–152
Muller, Amy, 31
Mumenthaler, Christian, 111
Navy SEAL team training, 68
Net Zero Asset Owner Alliance, 137
Newsweek magazine, 82, 87–88, 92
Oracle, 135
organizational compassion. See compassionate organizations
organizational culture, and grit, 69–74
creating the right environment for, 66–67
developing grit at different levels of, 65
developing individuals for, 64–66
meaning of term, 63
as predictor of success, 63
self-assessment for, 72
Ørsted, 132
Oxford Scenarios Programme, 107
Pareto distribution, and economic outcomes, 146–147, 159
Paris Climate Accords, 117, 125, 138
Parker, Maynard, 82, 87–88, 92
pension fund industry, 153–154, 156
performance
disruptive technologies and improvements in, 55–57
resilience gap in, 15, 17, 19, 22, 23, 30
Philips Lighting, 132
Phillip Morris, 11
Polaroid, 57
political action for climate action, 112, 113, 116–120
Polman, Paul, 113
Porras, Jerry, 15
Porter, Michael, 75
Press Ganey, 71
Project Evergreen scenario-planning exercise, 101, 104–106
Project Long View scenario-planning exercise, 101, 103–105, 106
purchasing power, and climate action, 123
Ramirez, Rafael, 107
comparison of combination of moves in, 199, 201
investment and, 202
multipronged strategy in, 193
operational efficiency and, 200–202
performance comparison of approaches in, 198
pragmatic approach in, 194, 197, 199
prevention-focused approach in, 194–195, 196, 198–199
progressive approach in, 194, 197, 198, 199–200
promotion-focused approach in, 194, 197, 199
research on companies and, 191–193
sales and profits growth after, 203
strategies of winners in, 192–193
strategy shifts during, 196–197
types of responses in, 194
regulation
antitrust policy on mergers and, 155
capital markets and, 156
climate action and changes in, 136–137
Renaissance Technologies, 157
Repertoire magazine, 74
resilience
compassionate responses in organizations and, 80
efficient systems and, 145, 154–155
example of quintessential survivor with, 1
facing down reality as practice in, 4, 6–8
improvising with whatever is at hand for, 5, 11–14
management education on, 158–159
practices for cultivating, 4–5
quest for. See strategic resilience
search for meaning in, 4, 8–11
strategic. See strategic resilience
supply chains and, 182, 183, 188, 190
resource allocation
compassionate organizations and, 83, 86, 87, 89–90
disruptive technologies and, 51–52
support of strategic resilience and, 19, 20, 33–38
revenue projections, in evaluating disruptive technologies, 49–50
ritualized ingenuity, in resilience, 5, 11–14
Royal Dutch Shell, 99
scenario planning
background to development of, 98–99
climate-related risks and, 137
Coast Guard’s use of, 99–100, 101–106
as immersive experience, 107
implementing strategies from, 108
participant selection in, 106–107
strategic foresight and, 96, 97, 109
understanding of time in, 105–106
Schneider, Mark, 131
Schwartz, Barry, 189
Scott, Robert G., 8
Seagate Technology, 51–54, 56–57, 58
SEAL team training, 68
Search Institute, 5
September 11, 2001, terrorist attacks
Coast Guard mission in, 100–101, 103
organizational responses to, 80–82, 89, 90, 92
resilience in response to, 7–8
shareholder value
climate action versus focus on, 112–113
power of dominant insiders and, 152–154
Siemens, 118
Simchi-Levi, David, 183
Smith, Adam, 143
Smith, Richard, 88
social norms, in organizations with grit, 64, 71–73
Solzhenitsyn, Aleksandr, 10
Sony, 15, 44, 47, 169, 194–195
stakeholder relationships, and climate change, 121–128
investment decisions and, 171–172
definition of, 169
Home Depot reversal of, 174–176
incidence of, 169
owner’s mindset to reverse, 176–177
background to concept of, 98–99
company’s institutionalization of, 96
limits of experience and uncertainty in, 97–98
scenario planning as tool in, 96, 97, 109
tools for exploration in, 102
best practices versus, 19
business model reinvention and, 16, 17–19
conquering denial and, 18, 21–23, 27–28
definition of, 17
forms of innovation and, 22
freeing up resources to support, 19, 20, 33–38
importance of resilience for companies and, 22–24
resilience gap and need for, 15–16
success related to, 16
ultimate advantage of, 40
valuing variety and, 18–19, 30–33
strategies
better strategies supplanting initial strategies, 18, 28, 30–31
evisceration of, 18, 28, 30, 31
success
organizational grit as predictor of, 63
suppliers, and climate action, 112, 113, 121–123
globalization and, 181, 183, 189–190
intermediate inventory or safety stock in, 185–186
mapping vulnerabilities in, 182–184
process innovations for, 186–188
product variety–capacity flexibility trade-off in, 189
sustaining innovation, 44, 46–47, 54
survival stories, resilience in, 4, 7, 9, 10, 11, 14
sustainability issues
CFOs and, 133, 134, 135, 136, 137
corporate climate action and, 116, 118, 121, 122, 123, 126, 127–128
customers and, 114
employees and, 140
factories and, 187
leaders and, 140
Sustainable Development Goals, 131
Taiwan Semiconductor Manufacturing Company, 184
Task Force on Climate-related Financial Disclosures (TCFD), 136
Taylor, Frederick Winslow, 143
teams
organizational grit and, 67–69
reigniting growth and, 177
technology
customers and investment in, 41–42, 43–44
disruptive. See disruptive technologies
3D printing, 188
Ton, Zeynep, 158
Total Quality Management, 143
trade
automobile industry and, 167
training
for teams, 68
transactional actors, in scenario planning, 107
traumatic events, responses to. See compassionate organizations
uncertainty, formulating strategy during, 97–98. See also strategic foresight
Unilever, 113, 121, 123, 127, 135
United Nations (UN), 111, 115, 131, 137
University of California, Los Angeles (UCLA), 68–69
University of Michigan Business School, 83, 89–90, 91, 92
values, and compassionate responses, 82, 87–88
van der Heijden, Kees, 107
Vanderpol, Maurice, 4
variety, and strategic resilience, 18–19, 30–33
Walmart, 113, 122, 123, 127, 158, 204
Waste Management (WM), 148–149
wealth, distribution of, 147, 160–161
Weick, Karl E., 14
West Point Military Academy, 63
Whitaker, Mark, 88