Article by Max Underhill
Maxumise Consulting Pty Ltd
Writing an article on a Trump topic is like trying to send an SMS on the Manly ferry crossing the heads in large seas – you are trying to hit a moving target. Experiences with the Trump administration to date indicate we need to get used to that element of surprise. However, the longer-term response to “Trumpism” requires a more structured and independent approach to management. Overall this may be good for Australian organisations provided the “surprises” do not embroil us in events we would prefer not to be part of.
Organisations need to address the Trumpism effect at three levels:
- At the strategic level, a reviewing the past and determining the immediate and likely long term impact of Trumpism on the organisation going forward – good and bad as well as commercial and social. Trumpism comes at a time of increased change; the next wave of real technological change is probably larger than that of the 1990’s. Monitoring the strategic or organisational surprise element is established as part of a rolling strategic plan and monitored through “trigger event analysis”
- At the operational level organisations need to be vigilant, establishing a monitoring and response mechanism to deal with surprises that are likely to continue to “pop-up”. Surprises can result in operational impacts such as supply, market changes or financing where organisations need to take advantage of the good impacts and respond to the negative impacts.
- Employees and even organisations can respond to behavioural messages so we need to be prepared for the unexpected and unacceptable behavioural responses. These “people risks” will need to be monitored through the performance measures especially employee surveys [...]