‘Ambiguity Illusion’: financially & reputionally damaging

Here’s a thought. Why don’t we ditch the old, flawed, thinking?

Stop spending unjustified, (in the current market) irrecoverable and, increasingly, scarce financial resources, using every means possible to SELL to each other in a market where supply outstrips demand, loyalty is to price and trust is at a premium.

When, ditching the cost of ‘conventional’ sales and INVESTING in working with ‘like-minded’ individuals – whose complementary skillsets – offer the means to work interdependently in an, agile, ‘Value Network’

A model that is fit for Social Business and the ‘Digital Age’.

“Value from, shared, Values & Purpose”

The opportunity exists to seize and retain a significant competitive.

Capitalising upon the ability to reduce complexity and build resilience by embracing ‘constructive transparency’ in: financials; structure; culture; products; process; strategy.

Delivering ‘Demonstrable Value’ through an innovative range of, co-created, solutions, exceptional levels of service and multi-channel access.

Sharing risk and reward with ‘stakeholders’ – who were once clients, customers or disparate prospects.

Contributing to a, measurably, more resilient, (less volatile) world – through a sustainable business model.

Which DO YOU believe offers the best opportunity to rebuild communities and economies?

When confronted with complexity for the first time, many managers say “Aha, yes, I see…” – and then rush to tackle the issues using their conventional management tools. This is rather like the physicist seeing quantum mechanics and then simply applying their well-trusted (and inappropriate) Newtonian tools, or the naturalist discovering a fundamentally uncontrollable beast and saying “well, once we’ve got it under control we’ll be able to make sense of it”. This is not only the wrong approach, it’s the wrong kind of approach.

One Response to ‘Ambiguity Illusion’: financially & reputionally damaging

  1. Insurers are rethinking business processes and product ranges in order to remain competitive under new risk-based capital regimes, to meet the evolving needs of their customer base and to continue to play a beneficial role in the economy and broader society over the next two decades.

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