 Roger Penske recently announced interest in purchasing the Saturn brand and its distribution network. While much is unclear, it seems he intends to stay out of the automobile manufacturing business. Contract manufacturing and assembly of passenger vehicles? That's a business model that was unfathomable to most only days ago, and many believe it completely crazy. Is it? If the Penske organization has mastered coordinating and executing collaboration, communication, and problem solving skills across a disparately-owned supply chain, Mr. Penske may well be crazy like a fox. If not, he's merely crazy. Looking at his other businesses, it seems a fox is nearby. The bigger and more general lesson here is that disruption to your market can come from where you least expect it, and in ways you least expect it. International competition, product or process alternatives -- those are the obvious threats to consider. Penske shows us that an externally driven change to the traditional "order of things" is equally possible.
Try this: Name 5 "that will never happen" threats to your business model. For example, if you're a defense contractor -- the threat of international conflict declines to near zero. For those 5 threats (which are opportunities when you are prepared), identify the skill set and knowledge base that your business would require to thrive in the new environment. Most likely, the skills and knowledge that you identify is the same set that you will need for more probable changes. Build them, nurture them, prioritize them. It's crazy to be crazy, but brilliant to be crazy like a fox.
Rebecca A. Morgan has been an authoritative voice in business operations for over 30 years. Founder and President of Fulcrum ConsultingWorks, Inc. her wide-ranging experience includes operations, supply chain management, accounting systems, information systems, strategic planning, consulting and academia. Reprinted with permission - newsletter archives Learn more about Rebecca A. Morgan
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