How to transform uncertainty into opportunity

I talk a lot about the so-called latest normal that we are getting used to. For me, it defines this point in history as disruptions that have turn out to be as expected, like catching a cold when kids return to school in the fall. For corporations experiencing this excessive and constant stress, success may depend on one fundamental factor.

Successful corporations have something in common. They don’t just adapt to the chaos around them – they thrive. As young people say: “Knowing how and when to turn.” How do they do it? Simply anticipating changes and redefining their approach to emerging challenges.

I’m Strategic advisor To Fortune 100 corporations, small to mid-sized corporations (SMB and Canadian government. Very different from a business coach, my job is to help organizations define clear missions and conduct intelligence meetings, which allows us to create strategies to navigate complex challenges and achieve measurable results. Operations and during the crisis.

Some of the most typical requests come from people in search of my expertise in landing latest clients or expanding the business needs of an existing client. My advice is all the time the same: be grounded in empathy, and as we frequently hear, “Work smarter, not harder.”

One recent experience stands out – an instance in which a global technology company (anonymized here) asked for my help in selling to the Canadian government. Their initial plan was easy: to showcase their impressive portfolio and hopefully it speaks for itself. However, a successful strategy is never based on hope; It requires precision and purpose. This is where the concept of defining a mission becomes crucial. I normally repeat the steps I present in my book.

How to turn challenges into opportunities

IN From war zones to boardrooms: optimize when strategic planning falls apartI share my experiences in each war zones (and post-conflict zones) and boardrooms.

I have held various positions. For example, in Jordan, I supported the development of democratic institutions, developed strategic messaging, and managed media relations for government and non-government initiatives.

While in Iraq during the Second Gulf War, I advised parliamentarians on managing and sharing power, facilitated the creation of democratic systems, and addressed high-stakes political dynamics during the insurgency.

During my time in Indonesia, I led wealth management and corporate strategy initiatives while supporting non-governmental organizations focused on governance and economic development.

In my short time in Ukraine, I provided strategic advice during a period of geopolitical upheaval, helping to strengthen the democratic framework and address governance issues.

My experience working with individuals who have literally lost almost the whole lot they appreciated in this world (limbs, homes, family and community members) left me in awe. Despite these incredible losses, one thing that stood out to everyone I worked with was that they didn’t let anything stand in the way of rebuilding their country and their communities.

It didn’t matter which side of the conflict they were on. Not only did they show up every day for the common good of the community, but in their sadness and anger, they inspired others to do the same. They saw the need to move forward, no matter their feelings during conflicts.

These experiences are the hallmark of what I call torque optimization. Seeing people adapt after a horrific loss always jogs my memory that all of us have the capability to “switch on” and thrive. It emphasizes adaptability, transparency, and clear and unwavering decision-making – qualities that are essential in today’s volatile business environment.

The essence of torque optimization is identifying and exploiting key opportunities. As I explain to my clients, these are not only fleeting moments of probability, but critical connections where conscious decisions can produce material results.

For example, in a recent case, I advised a global technology company whose goal was not to simply showcase its portfolio, but to align its efforts with the practical needs of its goal client, the Canadian government.

Here are the steps I shared with my client.

1. Define the mission

Understanding the priorities of presidency entities like the Canadian government is paramount when working with them. For example, many governments do not look for the latest innovations; They require solutions that complement their legacy systems.

To achieve this, the first step is to set goals that align with the client’s unique needs.

2. Intelligence Assembly

I cannot overemphasize the importance of accumulating solid intelligence. Instead of relying on assumptions, I advocated research into what the Canadian government needed and throwing spaghetti at the wall to see what sticks.

This included benchmarking how other governments were using similar technologies and identifying gaps that my client’s offerings could uniquely fill. Looking outward, the company could position itself not only as a reseller, but as a strategic partner.

The results of this extensive intelligence meeting will be the difference between leaving the meeting with “Thank you, we’ll be in touch” and “That was very productive and different from what the competition is offering.” Let’s wrap up the implementation phase. . “

3. Team assembly

With a clear mission and actionable insights, assembling the right team becomes the next critical step. This includes strategists, analysts and technologists who can translate intelligence into actionable recommendations. For this particular client, it also meant leveraging in-house expertise to tailor solutions that meet specific government requirements while remaining cost-effective.

The results of this approach were exactly what my client had hoped. By focusing on what mattered – solving real problems somewhat than showing off unnecessary features – the company not only gained entry to the table, but became a trusted driving performance partner for its customer.

The lessons from this case apply to corporations of all sizes. Whether you run a Fortune 100 company or a growing SMB, the principles of defining a mission, gathering intelligence, and building a strong team are universal. They enable organizations not only to meet challenges, but to optimize every moment for success.

This is the essence of my work as a strategic advisor. It’s not about coaching or offering general advice, but about helping corporations create tailored strategies that are rooted in clarity, intelligence and motion. If your organization faces complex challenges and needs guidance to successfully navigate them, consider this call to motion: redefine your path to success.