Identifying Opportunities For Strategic Change

How Can Businesses Turn Environmental Challenges into Opportunities? 🌿 Picture this: You’re sitting in a strategy meeting, jotting down your company’s strengths, weaknesses, opportunities, and threats. It’s a classic SWOT analysis. But as the world changes, so should our approach to strategic planning. Enter the sSWOT — a sustainability-enhanced version that not only considers traditional business factors but also takes into account the environmental and mega trends reshaping our future. Why does this matter? Consider the shifting tides in global resources. Companies like @Target and @Staples are already on board, integrating sustainability into their strategic planning with the help of the World Resources Institute’s sSWOT model. This tool encourages businesses to consider how trends like climate change, AI, and digital connectivity might impact their operations in the long run. Let’s dive a bit deeper. At the base of the sSWOT pyramid lie environmental issues and mega trends. By understanding these foundational elements, companies can begin to see how they interact with their business model. Think of it as laying the groundwork for a more resilient future. Once threats are identified, the next step is to find the opportunity within them. It’s a bit like Einstein’s notion that crises can bring new opportunities. By acknowledging potential challenges, businesses can pivot to discover innovative solutions — whether that’s reimagining a product line or exploring new markets. For example, a company might notice a threat in the form of a raw material shortage. Instead of panicking, they could see it as an opportunity to develop alternative materials or more efficient supply chains. The sSWOT also prompts businesses to re-evaluate their strengths and weaknesses in this new context. This honest assessment can lead to valuable insights and strategies that not only mitigate risks but propel the company forward. At the end of this process, The design team prioritizes insights and develops actionable strategies. It’s about asking the right questions, such as, “How might we reduce our environmental footprint while also attracting new customers?” By embracing the sSWOT, companies can create lasting value for themselves and the planet. What’s your take on integrating sustainability into business strategies? Let’s chat about it! 💬

If you’re: • Entering a new market with an existing service • Launching a new offering • Capturing market share during times of disruption Here are the 3 lenses I review with clients in order to make strategic decisions on where to invest time, energy, personnel and money to grow their company Lens 1: Historical Context & Qualification Here’s what to look for:  • What measurable, fact only (no opinion) data points can validate this opportunity’s viability? • Does the new market fit your criteria (and align with your capabilities)? • What’s the risk vs. upside and how do we quantify both? This can help you easily eliminate bad ideas you thought were opportunities. Lens 2: The Future Since no one can predict the future, you have to go further than just reviewing market trends and forecast reports (which are valuable in themselves) Here you must identify first, second and third order consequences of what might potentially happen. As you review each potential consequence, you have to process how that may affect you. A simple way to do this is by asking “if this were true, how would this affect X” Since we’re dealing with hypotheticals, we’ll tie this thinking to Lens 3 to keep it grounded. Lens 3: Unchanging Principles Principles are laws or foundational blocks that never change regardless of the situation. For example, the law of gravity does not change over time or space (or even if you believe it may not exist, it will still work!) Your job here is to identify what principles are at play with  • your market • your offering • the opportunity you’re looking to enter into  • the external forces at play (macro economic, social, consumer behavior) Once you’ve identified the principles at play, you use them to anchor your thinking from lens 1 & 2 back to reality and create working hypothesis. Then all that’s left is to make your move, measure, optimize etc. 

A perspective gained from decades of corporate governance and policy work: Most organizations view new laws and regulatory changes through a narrow lens of compliance. This limited focus is costing them significant market opportunities. The pattern is consistent across industries:  Legal and compliance teams mobilize, resources shift to meet requirements, and the broader strategic implications get overshadowed. But the most successful companies think differently. They ask deeper questions: ↳ How will this reshape customer behavior? ↳ What shifts might happen in our supply chain? ↳ Where are the new competitive advantages? ↳ What market gaps might open up? Real example: One of my clients turned a major regulatory shift into a complete market advantage. While competitors rushed to comply, they reimagined their entire business model. The result? They didn't just meet new requirements. They emerged as the market leader. When new laws are written and passed and regulations change, entire markets reshape. The winners aren't just the most compliant – they're the most strategic. #BusinessStrategy #Leadership #Innovation #CorporateStrategy