The must-read summary of Adrian Slywotzky and Karl Weber's book: "The Upside: The 7 Strategies for Turning Big Threats into Growth Breakthroughs".This complete summary of the ideas from Adrian Slywotzky and Karl Weber's book "The Upside" shows that the new strategic imperative in business is to find practical ways you can harness the upside growth potential of every moment of maximum risk to your organisation. If you can use these events to generate some genuine growth breakthroughs, situations of maximum risk can become your greatest source of future profits and reward. This summary will teach you how to think about risk in a different way using a simple two-step process.Added-value of this summary:• Save time• Understand key concepts• Expand your knowledgeTo learn more, read "The Upside" and discover the key to sharpening your business strategy.
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Book Presentation: The Upsideby Adrian Slywotzky and Karl Weber
About the Author
Important Note About This Ebook
Summary of The Upside(Adrian Slywotzky and Karl Weber)
The new strategic imperative in business is to find practical ways you can harness the upside growth potential of every moment of maximum risk to your organization. If you can use these events which arise regularly to generate some genuine growth breakthroughs, situations of maximum risk can become your greatest source of future profits and reward. The key is to think about risk in a different way.
Achieving this is easy to describe but often hard to pull off in reality. There are only two steps involved:Understand what your odds of success are.Take smart steps to improve your odds.
“Your moment of maximum risk is also your moment of maximum opportunity. My goal is to show how you can recognize these moments of risk, anticipate them, and prepare yourself to transform them, making real the upside potential hidden within the downside risk. Moments such as these are becoming more frequent and obvious in business. A perennial reality of business, risk is growing in intensity in the early years of the twenty-first century. Strategic risk has become one of the greatest sources of lost value in the economy – perhaps the greatest. Strategic risk management belongs on the agenda of every manager. And any company that remains in business long enough is certain to be struck by one or more strategic risk events – often, as is increasingly common, by several at once.”
– Adrian Slywotzky and Karl Weber
About the Author
ADRIAN SLYWOTZKY is a director at Oliver Wyman, a strategy and operations consulting firm. He has worked as a business consultant, author and keynote speaker since 1979. Mr. Slywotzky, a graduate of Harvard College, Harvard Law School and Harvard Business School, is the author of The Art of Profitability and Value Migration and the co-author of The Profit Zone, Profit Patterns, How Digital Is Your Business? and How to Grow When Markets Don’t. He has also had articles published in the Harvard Business Review and The Wall Street Journal and has been a featured speaker at the Davos World Economic Forum, the Microsoft CEO Summit, the Forbes CEO Forum and the Fortune CEO Conference.
KARL WEBER is a freelance writer and editor, specializing in topics from business and current affairs. He has collaborated previously with Mr. Slywotzky in writing How Digital Is Your Business? and How to Grow When Markets Don’t. He has also written The Triple Bottom Line and collaborated with Jonathan Tisch to write Chocolates on The Pillow Aren’t Enough.
The Web site for this book is atwww.theupside.com.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
1. A new perspective on business risk
Hazard risks, financial risks and operating risks are important but it’s actually the strategic risks which can kill your business. If you study these risks in advance, you position yourself to use them to your advantage when they arise. Every risk holds the potential for some upside benefits if you anticipate it and then handle it appropriately.
Everyone knows you should take out insurance to protect your company from risks but when it comes to strategic risks, this really isn’t possible. Instead, you should be planning in advance how you’ll respond whenever any strategic risks arise.
The seven key strategic risks which you’re most likely to face are:A major new project you’re working on fails.Customers change their buying preferences.Your industry reaches a crossroad of some kind.A major new competitor arrives on the scene.
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