Page 49 - The Resilient Organization

36 Part One: Why Resilience Now?

• Better visibility to partner and/or network
activity (and hence superior capability to
exploit opportunity)
• Barriers to exiting from partnership
Confrontational or • Use of raw force or cunning
containment strategies • Fear of attack or ridicule
(therefore submitting or giving in)
• Surveillance and/or alertness
(that is difficult or impossible to
evade)
• Counterforce

How do the different strategies contribute to resilience? The table in the
sidebar “Types of Strategies and the Links to Resilience” suggests a number
of links ranging from excellence; agility [as described in Fast Strategy by Doz
and Kosonen (2008)]; dominance in (non)competitive strategies; to presence
and determination in confrontational or containment strategies. Unison
strategies bring trust as their resilience strength. Trust (Fukuyama, 1995) has
been shown to lower transaction costs in business and social dealings in
general.

TYPES OF STRATEGIES AND THE LINKS TO RESILIENCE

(Non)competitive strategies • Excellence in critical areas
of business
• Agility to chase opportunity
with unique resources and/or
competencies
• Dominance to hinder competition
Unison strategies • Trust: Lower negotiation costs for
shifting (and covered*) strategy
positions and (re)combinatorial
strengths