Index

Abraham, Jack, 103

Abramson, Lyn, 36

Accenture, 114

accountability, 100–104

active thinking, 33

adaptation

in crisis leadership, 52, 53

decentralization and, 22–23

embracing disequilibrium and, 57–59

generating leadership and, 59–62

increasing understanding of, 55, 56, 59–61

leadership in fostering, 54–57

self-doubt and, 32–33

Adobe, 115

Advanced Micro Devices, 57

advantage

exposure assessment and, 2–6

exposure reduction and, 6–13

gaining long-term, 13–15

implementation snags in gaining, 11

prioritizing action in, 15–16

seizing, 1–16

adversity

beliefs about, 33–34

breadth lens on, 37–38

control lens on, 30–31, 35–36

duration lens on, 38–39

emotional traps in, 31–33

impact lens on, 36–37

lenses for viewing, 30–31, 34

resilience and, 29–30

Äkräs, Juha, 67–68

Allen, James, 93–104

Amabile, Teresa, 71

Amazon, 17, 20, 102, 108–109

ambidexterity, 138

American Customer Satisfaction Index, 99

Amirkhan, James, 35, 36

Anderson, Cameron, 52–53

Andreessen, Marc, 65

Anheuser-Busch InBev, 147

Antonovsky, Aaron, 36

Apple Computer, 14

assessment

of exposure, 2–6

of rivals’ vulnerabilities, 4–6

assumptions, 141

Atari, 63

AT&T, 71–72

attachment behavior, 126

attributional styles, 36

Audm, 148

authenticity, 128

authority, 52–54, 61

automation, 67

Aventis, 13

backcasting, 136

Bain, 19

balance sheet, scenarios on, 3

Ballance, Joshua, 25–26

Ballarin, Bertrand, 78–79

banking losses, 2

Banks, Janet, 121–128

Barrett, Craig, 113

BASF, 43, 44

Beck, Aaron, 36

benchmarking, 101

Bernstein, Shai, 21

Best Buy, 54–57, 112

Beth Israel Deaconess Medical Center, 57–59

Bezos, Jeff, 108–109

Billington, Corey, 64

Blake, Frank, 99–100

Blank, Arthur, 98–100

Blaze Pizza, 146

Blockbuster, 108

Bloom, Nicholas, 22

Boston Consulting Group, 1, 12–13

BP, 88

breadth, 30–31, 37–38

Breene, Tim, 105–119

Brenneman, Greg, 99

Browne, John, 88

Budros, Art, 69

Built from Scratch (Bernard and Blank), 99

bureaucracy, 101

Bureau of Labor Statistics, 69

Burns, David, 36

business closures, 20–21

business models, 15

M&A and, 155

buyback plans, 12–13

Cahuc, Pierre, 24

Campbell, Bill, 64–66

capabilities, renewing, 106, 108–109, 112–113, 115

capacity utilization, 10

capital. See also financial factors

access to, 21

working, 4, 7

Career View, 77

Carnival, 14

Casciaro, Tiziana, 122

Cascio, Wayne, 71

cash flow, 145–148

cash position, monitoring and maximizing, 4, 6–8. See also debt

cause-oriented thinking, 38–39

cease routines/projects, 159–160

Centre for Economic Policy Research, 24

change, strategy for workforce, 72–81. See also adaptation; reinventing your business; reorganizations

cheerfulness, 122–123

Chizen, Bruce, 115

Cisco, 102

Cleghorn, Jamie, 18–19

coaching

for resilience, 34

uncertainty and, 33

collaborating questions, 33, 35, 37, 39

commitment, 70

communication

about reorganizations, 86, 88

about strengths and weaknesses, 86

of bad news, 63

culture of courageous conversations and, 59

designing messages in, 60–61

with employees, 58–59

in increasing understanding of change, 55, 56, 59–61

with investors, compelling, 12

leaders who shut down and, 55

openness in, 58–59

compassion, 55, 56

in being a good boss, 62–64

“Competent Jerks, Lovable Fools, and the Formation of Social Networks” (Casciaro and Lobo), 122

competition

assessing vulnerabilities of, 4–6

benchmarking against, 101

in economic slowdowns, 109

hidden curve of, 106–108

market valuation maximization and, 12–13

tracking the basis of in your industry, 106

transformation of work by global, 67

complexity, creeping, 94–95, 100

Conan Doyle, Arthur, 57

Conaty, Bill, 117

concentration camp victims, 122

confidants, 62

confidence, 122–124

conflict, depersonalizing, 58–59

consumer debt, 2–3, 4

consumer tastes, 109

context routines/projects, 159

contingency planning, 136

control, 30–31, 35–36

good bosses and, 55, 56, 61–62

cookie experiment, 52–53

coping, 36

core operations and identity

distinguishing essential from expendable, 55–56

protecting, 8–12

core routines/projects, 159

corporate citizenship, 126–128

costs, 8–9

cutting, employees in decisions about, 157–160

labor, cutting, 23–25

of layoffs, 70–71

reducing, 5, 8–9, 94–95

of reorganizations, 84–85

Cote, Dave, 75, 76, 77

Coutu, Diane, 121–128

Covid-19 pandemic, 129–130, 143, 149–150

cost-cutting decisions and, 157–158

preparing for the world after, 161–163

credit

customer, 4, 7

Dow’s rating, 47–48

lines of, drawing on, 7–8

managing customer, 4, 7

credit default swaps, 8

crisis management teams, 16

crisis simulations, 136

crowdsourcing, 160

crucial-case tests, 133–134

crucible experiences, 117

cultural fit, hiring for, 116–117

culture

changes after the Covid-19 pandemic, 162

of courageous conversations, 59

customers

acquiring, 147–148

focus on, protecting your job and, 123

judgment of business behavior during crises by, 163

retaining, 9, 71

securing sales with, 145–146

serving, at Home Depot, 98–100

superconsumers, 146

viewing as underserved, 96

cyber diligence, 154–155

Daoust, Patrick, 157–160

data, operational, 159

Datta, Deepak, 70, 79

deal multiples, 150, 152

debt

consumer and corporate, 2–3

deleveraging before a downturn, 20–22

in the Great Recession, 21

decentralization, 22

decision making, 22–23, 59

on cost-cutting, 157–160

deflation, emotional, 31–32, 36–37

deleveraging, 20–22

Dell, 101–102, 108

Dell, Michael, 101–102

Department of Homeland Security, 135

Diabetes, Attitudes, Wishes, and Needs (DAWN) initiative, 111–112

digital technology, 26–27

Dillon, Karen, 48

diversity, leveraging, 60–61

divestitures, 10–12

dividend policies, 12–13

Doerr, John, 65–66

Donahoe, John, 102–104

Donovan, John, 72

dot-com bubble, 17

Dow Chemical, 41–49

downturns

being a good boss in, 51–66

bouncing back from, 29–40

cost-cutting decisions in, 157–160

current, distinctive characteristics of, 2

lenses for viewing, 30–31, 34

M&A during, 149–155

as opportunities, 29

reinventing your business and, 105–119

seizing advantage in, 1–16

stimulating cash flow in, 145–148

surviving and thriving after, 17–27

understanding and appreciation of, 11

due diligence, 15, 154–155

DuPont, 43, 44

duration, 30–31, 38–39

eBay, 102–104

EBITDA, 150

edge-centric strategy, 110–113

efficiency

increasing, 5, 8–9

technology and, 26

effort evaluations, 158–159

Egon Zehnder International, 57, 60, 61–62

Ellis, Albert, 36

emotional bonding, 126

emotional intelligence, 126

emotional traps, 31–33

emotions

bringing leaders’ to the workplace, 62–63

compassion, 55, 56

empathy, 54

power and, 52–55

empathy, 54

in good bosses, 55, 56, 62–64

with leaders, 59, 124–126

stimulating cash flow and, 145

employees. See also layoffs

being a good boss to, 51–66

being on the side of, 64–66

burnout in, 70–71

communicating with, 59, 86, 88

as contractors, 77

as corporate citizens, 126–128

in cost-cutting decisions, 157–160

cultural fit of, 116–117

in edge-centric strategy, 112–113

effects of layoffs on remaining, 24–25, 70–71

empathy of for leaders, 59, 124–126

empathy with, 54

gaining commitment of, 11

growth of, 118–119

investing in for the future, 14

nurturing supply of talent and, 106, 109–110

protecting your job in a recession, 121–128

in reinventions, 116–118

in relationships of unequal power, 52–55

showing compassion to, 55, 56, 62–64

surplus talent and, 116–118

technical skills in, 25–26

theft rates by, 62

environmental forces, 141, 161–162

ESPN, 147

execution, 54–57, 163

experience, limits of in planning, 131–132

experiments, 56–57, 59–62

expertise, decentralization, decision making, and, 23

exploitation, scenario planning and, 138–140

exploration, 138–140

exposure, 2–6

reducing, 6–13

fairness, 79–81, 84–85, 88

fallacy of centrality, 53

false consciousness, 125–126

financial factors

compassion and, 62

debt, 2–3

protecting fundamental, 6–8

quantifying impact on, 3

reorganizations and, 84–85, 89

structural, 4, 7–8

financial S curve, 106–110

Fiske, Susan, 54–55

flexibility, performance pay and, 25

flexible assignments, 78

Flight 1549, 60

forecasting, 136

founder’s mentality, 94

insurgent mission and, 94–97

obsessing over your front line and, 97–100

owner’s mindset and, 100–104

scorecard for, 101

Four Seasons Hotels and Resorts, 117

Four Seasons: The Story of a Business Philosophy (Sharpe), 117

franchises, 102

Freud, Sigmund, 122

Frick, Walter, 17–27

front line, obsessing over your, 97–100

full maritime domain awareness, 137–138, 139

furloughs, 23, 24–25, 77

Futures Strategy Group (FSG), 135

GE, 117

GEA Group, 11–12

George, Katy, 26–27

Gerstner, Lou, 15

gift cards, 146

Gilbert, Julie, 54–57

Giroud, Xavier, 20–21

Gittleman, Maury, 25

global financial crisis of 2007–2009, 149–150

Go, 64–66

Google, 51, 102

Great Recession, 19

distinctive characteristics of, 2

layoffs in, 23, 69

private equity firms in, 21

Greenberg, Jerald, 62

Grove, Andy, 113, 114

growth, reigniting, 93–104

obsessing over your front line and, 97–100

owner’s mindset and, 100–104

through your insurgent mission, 94–97

Gruenfeld, Deborah H., 52–53

guarantees, 145–146

Gulati, Ranjay, 17, 19, 23

Gupta, Raj, 41–49

Gupta, Shalene, 24, 67–81

Haas, John C., 42

Hambrecht, Jürgen, 44

hardiness, 36

Heath, Chip, 60

Heath, Dan, 60

Heidari-Robinson, Stephen, 83–91

Hellgren, Johnny, 70

Henderson, Rebecca, 20

Henretta, Deborah, 118

Hershbein, Brad, 25, 26

Hewlett-Packard, 57, 64

Heywood, Suzanne, 83–91

High Performance Business research program, 114

high-touch consumer businesses, 98

hiring freezes, 24–25

The Home Depot, 98–100

Honeywell, 23–24, 75, 76, 77

horizon scanning, 137

hour reductions, 23, 24

housing prices, 20–21

Hudson Institute, 133

humility, 124

Hyundai, 145–146

IBM, 15

identity

changes in after the pandemic, 162

distinguishing core, 55–56

Illinois Tool Works, 118

imagination, institutionalization of, 130

Immelt, Jeff, 117

impact, 30–31, 36–37

implementation, 11

of strategies for the future, 142

inaction, 1

initiatives

comprehensive planning around, 11

prioritizing, 15–16

reigniting growth with, 96–97

innovation, 59–62, 71

accelerating, 147

inspiration, 125, 126

insurgent missions, 94–97

integration, post-acquisition, 155

Intel, 113–114

intellectual property, 109

investments, 5

for the future, 13–14

insurgent mission and, 95–97

reining in, 10

iPod, 14

iTunes, 14

Iverson, Roderick, 58–59

Jobs, Steve, 98

job satisfaction, 70

Jordan, Michael, 147

judgment, planning in uncertainty and, 131–132

Kahn, Herman, 132–133

Kahn, Lisa B., 25, 26

Kahn, Robert, 55

Kassar, Ray, 63

Keltner, Dacher, 52–53, 55

Keynes, John Maynard, 17

Khan, Sajid, 71

Khoshaba, Deborah, 36

Knight, Frank, 131–132

Komisar, Randy, 65

Kovac, Mark, 18–19

Kraatz, Matthew S., 71

Kramarz, Francis, 24

Kuwait Petroleum, 43, 48

Lafley, A.G., 60–61, 118

The Last Dance (documentary), 147

layoffs, 67–81

alternatives to, 23–25, 71–81

being a good boss and, 51–52

communicating about, 59, 62–64

compassion and, 63–64

economic conditions variations and, 75–81

employee responses to, 57–59

fairness in, 79–81

ineffectiveness of, 69–71

laws against, 68

methodology for, 74–75

plans for handling, 127

protecting your job and, 121–128

providing predictability and, 57–59

reorganizations compared with, 83

statistics on, 69

workforce change philosophy and, 72–74

“Layoffs That Don’t Break Your Company” (Sucher and Gupta), 24

leaders and leadership

adaptive phase of, 52, 53

attention of followers to, 54–55

being a good boss in a bad economy, 51–66

distributed, 60, 61–62

effects of power and, 52–55

embracing disequilibrium and, 57–59

emergency phase of, 52

empathy in, 54

empathy with, 59, 124–126

in fostering adaptation, 54–57

generating, 59–62

getting to the front line, 101

lack of preparation and commitment in, 11

organizing to avoid overload, 115–116

protecting your job in a recession, 121–128

in providing predictability, 55, 56–59

in reinventions, 113–116

relying on what’s worked in the past and, 52–54

renewal of, early, 113–114

self-care of, 62–63

signs of great bosses, 64–66

on strengths and weaknesses, 86

tasks of today’s, 54–62

lean staffing, 76

learned helplessness, 36

legacy practices, loyalty to, 55

Lerner, Josh, 21

leverage, 7, 20–22, 60–61

Levi Strauss, 57

Levy, Paul, 57–59

Lexus, 108

Lincoln Electric, 76, 78

liquidity, 1–2, 3, 7–8

excess, M&A and, 154–155

Liveris, Andrew, 41–42, 44, 45, 47

Lloyd, Geoff, 96–97

Lobo, Miguel Sousa, 122

Lochhead, Christopher, 145–148

Love, E. Geoffrey, 71

loyalty

good bosses and, 64

to legacy practices, 55

Lucking, Brian, 22

Macromedia, 115

Maddi, Salvatore, 35, 36

Made to Stick (Heath and Heath), 60

Makridis, Christos, 25

management

building resilience in, 29–31

emotional traps in adversity and, 31–33, 36–37

management (continued)

investing in for the future, 14

layoffs and performance discussions by, 76

lenses for viewing adversity and, 29–31, 34

reinventions and, 110–116

self-doubt in, 32–33

by walking about, 99–100

Marcus, Bernard, 98–100

Margolis, Joshua D., 29–40

marketing, 145–146

marketing costs, 147

market valuation, 4

maximizing relative to rivals, 12–13

Rohm and Haas deal and, 45–49

Marx, Karl, 125–126

McKinsey, 21–22, 69, 83, 88–89, 90

McKinstry, Nancy, 90

mental models, 141

mergers and acquisitions, 102, 149–155

active, performance and, 150–154

customer acquisition through, 148

deal multiples, 150, 152

excess liquidity and, 154–155

in the global financial crisis, 149–150, 151–154

pursuing opportunistic and transformative, 14–15

Rohm and Haas, 41–49

metrics, 74, 75, 99

Mezzanotti, Filippo, 21

MG Technologies, 11–12

Michelin, 72–73, 74–75, 78–79

Microsoft, 80–81

Milo, 103

mindsets, 38–39

founder’s, 94

of survivors, 122–123

Mintzberg, Henry, 161

Miracle on the Hudson, 60

mission, rediscovering your insurgent, 94–97

mobile commerce, 103–104

modeling, synergy, 155

Modestino, Alicia Sasser, 25–26

Mondavi, Robert, 98

Moody’s, 47–48

Moore, Gordon, 113

“Mourning and Melancholia” (Freud), 122

Mueller, Holger, 20–21

Musk, Elon, 63–64, 88

Mysore, Mihir, 21–22

Narayen, Shantanu, 115

Nardelli, Robert, 98–100

Näswall, Katharina, 70

National Compensation Survey, 25

National Strategy for Maritime Security, 139

Nationwide Automatic Identification System, 139

Naumann, Earl, 71

NetApp, 51

Netflix, 108

Nevoux, Sandra, 24

New York Times Company, 148

Nohria, Nitin, 17, 19

Nokia, 67–68, 73, 79–81

novelty, 132

Novo Nordisk, 111–112

Noyce, Robert, 113

nuclear war scenarios, 132–133

Nunes, Paul, 105–119

Ollila, Jorma, 79–81

Olson, Matthew S., 105

OPEC oil embargo, 133

operating models, 160

operational data, 159

operational improvements, 23–25

opportunity costs, 26

optimism, 62

organizational culture, 116–117

organizational structure, 22–23, 118

distributing leadership and, 60

function and, 87

reorganizations and options for, 86–88

scenario planning and, 138–139

Otellini, Paul, 113, 114

Ouellette, Suzanne, 35, 36

ownership, 61

Oxford Scenarios Programme, 141

participation, enthusiastic, 126–128

PayPal, 104

Pedersen, Cartsten Lund, 161–163

Pepper, John E., Jr., 54

performance

digital technology and, 26–27

effects of downturn decisions on, 77

M&A and, 150–154

reorganizations and, 83

performance pay, 23, 25

Perpetual, 96–97

personal responsibility, 100–101

perspective, 162

Peterson, Christopher, 36

Pfeffer, Jeffrey, 55

plans, for bouncing back, 162. See also strategic planning

political actions, 58–59

P&O Princess Cruises, 14

positioning, 161–162

power

negative effects of, 52–55

showing empathy for people with, 59, 124–126

practice, in building resilience, 40

predictability, creating, 55, 56–59

preparedness, 162

pricing strategies, 5, 9–10

cash flow stimulation with, 146

priorities, strategic, 159–160

private equity, 21, 100–101

problem solving, 60

Procter & Gamble, 54, 60–61, 108

product development, 13–14

productivity

effects of layoffs on, 58–59, 70–71

effects of leadership on, 54

embracing disequilibrium and, 57–59

reorganizations and, 83

product mix, 5, 9–10

profitability

compassion and, 62

internal dysfunction and, 94

layoffs and, 70

reorganizations and, 84–85

profit and loss statements, 84–85, 89

Project Evergreen, 135–140

Project Long View, 135–140

projects, 158, 163

quality, 70–71

Quinlan, Michael, 70–71

Ramirez, Rafael, 141

RAND Corporation, 132

R&D spending, 13–14

realism, 62

recessions

cutting labor costs in, 23–25

decision making in, 22–23

definition of, 17

deleveraging before, 20–22

recessions (continued)

preparation for, 18–19

protecting your job in, 121–128

surviving and thriving after, 17–27

Reckitt Benckiser, 112, 117

recovery, 29–40

crisis management teams in, 16

effects of decisions made in downturns on, 77

investing for the future and, 13–14, 25–27

obsessing over your front line and, 97–100

owner’s mindset and, 100–104

preparation and, 18–19

reigniting growth in, 93–104

reinventing your business and, 105–119

research on, 17, 19

resilience and, 29–30

through an insurgent mission, 94–97

Recruit Holdings, 77

reflection, 39–40

reflexive thinking/responses, 31, 34

reinventing your business, 105–119

change at the top and, 113–116

edge-centric strategy in, 110–113

hidden capabilities curve and, 108–109

hidden competition curve and, 106–108

research on, 114

talent supply and, 106, 109–110

why now?, 109

Reivich, Karen, 36

reorganizations, 83–91

communicating about, 86, 88

considering multiple options in, 86–88

corrections in, 90–91

current weaknesses/strengths and, 85–86

getting the sequence right in, 88–89

pitfalls in, 90

profit and loss statements for, 84–85

reputation, 71

resilience, 29–30

breadth lens and, 37–38

capacity for, 33–39

coaching, 34

control lens in, 30–31, 35–36

duration lens and, 38–39

impact lens and, 36–37

internalizing the questions and, 39–40

lenses for, 34

practicing, 40

regimen for building, 31, 36

research on, 36

survivors and, 122–123

resources, 138

response-oriented thinking, 38–39

responses

aggressive, benefits of, 1

reinventing your company, 105–119

results-based pricing, 10

résumés, updating, 127

return policies, 145–146

revenue models, 146

Rhodes, David, 1–16

Ritter, Thomas, 161–163

“Roaring Out of Recession” (Gulati, Nohria, and Wohlgezogen), 17, 19

Rohm and Haas, 41–49

routines, 158

Royal Caribbean, 14

Royal Dutch Shell, 133

Sadun, Raffaella, 22–23

safety, 70–71

Salsberg, Brian, 149–155

sanctuaries, 62

Sanofi-Synthélabo, 13

scenario planning

at the Coast Guard, 133–140

conceptions of time for, 140

continuous, 137–138, 142–143

as cycles of strategic renewal, 133–134

definition of, 137

exploration to exploitation in, 138–140

getting started in, 140–143

origins of, 132–134

stages in, 130

vocabulary used for, 136

scenarios, 2–6

in preparing for recessions, 19

for workforce change strategy, 75–81

Schlumberger, 110

Schultz, Howard, 94–95

Scoblic, J. Peter, 129–143

self-awareness, 127

self-care, 62–63

self-centeredness, 52–54

self-doubt, 32–33

self-funding transformation projects, 26–27

Seligman, Martin, 36, 56

Senard, Jean-Dominique, 74–75

September 11, 2001 attacks, 134–135

SG&A (selling, general, and administrative) expenses, 8–9

Sharp, Isadore, 117

Shatté, Andrew, 36

Shoag, Daniel, 25–26

signal/safety hypothesis, 56

Silver Lake, 101–102

Simon, Paul, 157–160

Simpson, Daniela, 146

Skype, 102

“Small Wins” (Weick), 61

SPaM, 64

specifying questions, 33, 35, 36, 37, 39

stability, 2, 60

stall-outs, 93–104

reinventing your business and, 105–119

symptoms of, 93

Stall Points (Olson and van Bever), 105

Standard & Poor’s, 47–48

Starbucks, 94–95, 146

Starner, Tom, 77

Stelter, Daniel, 1–16

stock prices, 70

Stoltz, Paul G., 29–40

strategic foresight, 130

continuous iteration of, 137–138, 142–143

getting started in, 140–143

origins of, 132–134

strategic planning

for after the pandemic, 161–163

building adaptability and, 56–57

for dealing with job loss, 127

edge-centric, 110–113

getting started in, 140–143

high performers in, 112–113

learning from the future and, 129–143

limits of experience in, 131–132

protecting your job with, 121–128

reigniting growth and, 94, 95

reinvention and, 110–113

robust, 135–138

short-term, 129

workforce change strategy, 72–81

strategic priorities, 159–160

strategic sampling, 147–148

stress

communication and understanding, 60–61

embracing disequilibrium and, 57–59

emotional responses of leaders to, 55

perception of control and responses to, 35–36

providing predictability and, 55, 56–59

reorganizations and, 83

self-care and, 62–63

sense of control and, 61–62

writing and, 39–40

Strully, Kate, 71

subscription pricing, 10, 146

succession planning, 113–114

Sucher, Sandra J., 24, 67–81

superconsumers, 146

supply chains, cost reduction and, 9

survivors, acting like, 122–124

Sutton, Robert I., 51–66

Sverke, Magnus, 70

synergy modeling, 155

talent curve, 106, 109–110, 116–118

Tata, Ratan, 115

Tata Group, 115

technology

digital, 26–27

investing for the future with, 13–14, 25–27

reinventing companies and, 109

terrorist attacks, 134–135

Tesla Motors, 63–64, 147

Tetlock, Philip, 59

theft rates, 62

Thomas, Bob, 117

time, conceptions of, 140

TJX Companies, 12–13

top line, managing the, 5, 9

total shareholder return, 150, 153–154

Toyota, 108

training

costs of, 70

crucible experiences in, 117

as layoff alternative, 71–72, 80

talent supply and, 109–110

transactional actors, 141

transaction diligence, 154–155

Transformation 2015, 97

transparency, 26, 84–85, 88

trend analysis, 137

Trevor, Charlie, 70

TUNA (turbulent, uncertain, novel, and ambiguous), 129

turnover rates, 70

unbundling, 10

uncertainty

decentralization and, 22–23

embracing disequilibrium and, 57–59

empathizing with leaders during, 59, 124–126

entrepreneurial potential in, 143

identifying, 141

limits of experience and, 131–132

novelty and, 132

relying on what’s worked in the past and, 33, 52–54

Rohm and Haas deal and, 41–49

strategy and, 129–143

workforce strategy and, 78–81

understanding, 55, 56, 59–61

of current weaknesses and strengths, 85–86

unemployment, 20–21. See also layoffs

costs of, 71

taking advantage of, 25–26

UPS, 118

urgency, 53

U.S. Air Force, 132

U.S. Coast Guard, 133–140

exploration to exploitation in, 138–140

mission expansion at, 134–135

robust strategy for, 135–138

values, in workforce change philosophy, 72–74

van Bever, Derek, 105

Van Reenen, John Van, 22

victimization, 32–33, 36–37

visualizing questions, 33, 35, 37, 39

volatility, layoff alternatives and, 76–78

VUCA (volatility, uncertainty, complexity, and ambiguity), 129

vulnerabilities, assessing, 2–6

rivals’, 4–6

Wack, Pierre, 133

Wal-Mart, 108

war games, 137

warranties, 145–146

Weick, Karl, 61

Weiner, Bernard, 35

Welch, Jack, 117

Williams, Paul, 71

Wohlgezogen, Franz, 17, 19

WoLF (Women’s Leadership Forum) packs, 56–57

Wolters Kluwer, 90

workforce change strategy, 72–81

for different economic conditions, 75–81

method in, 74–75

philosophy behind, 72–74

World Management Survey, 22

Yoffie, David, 113

Yoon, Eddie, 145–148

Zatzick, Christopher, 58–59

Zehnder, Egon, 60, 61

Zook, Chris, 93–104

Zoom, 148