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The Impact of Technology on the US Energy Market

Hoskin would visit nearly a dozen different Canadian homes, moving about Ontario and Quebec before arriving in the "more cultured, more civilised" Vancouver. He became a Canadian citizen and continued to create books, each one more absurd than the last. Rampa allegedly flew as an air ambulance pilot in World War II, evaded capture and torture, and fled a prison camp near Hiroshima on the day the bomb was dropped. In Vancouver, Hoskin stayed in a West End hotel. According to his secretary's self-published memoir, he liked the waterfront vistas but found Vancouver difficult to navigate. He couldn't recreate The Third Eye's success; it had been difficult to find a home that could accommodate his cats, and health difficulties required the use of a wheelchair in an inhospitable metropolis. Hoskin became more reclusive as his writings expanded to include aliens, prophecies about future conflicts, and previously unreported escapades of Christ. Hoskin moved again, this ti...
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How to Build a Resilient Business in the USA

During the Covid-19 crisis, we became acutely aware of the fragility of supply chains, health care, and other essential services. Many leaders have stated their aim to rebuild their businesses more resiliently, but few know how to accomplish so. Few business schools teach resilience, and today's managerial toolkit is heavily focused on financial performance management. As a result, relatively few businesses can expressly plan for, measure, and manage resilience.Why Resilience is Important.

We can describe resilience as a company's ability to withstand stress, recover vital functions, and prosper in changing circumstances.


Resilience is particularly vital nowadays, as the corporate environment becomes more dynamic and unpredictable. This is due to a number of long-term dynamics that are testing and stretching corporate systems, including quicker technical innovation, increased global interconnectedness, and broader challenges such as rising inequality, species depletion, and climate change. Further Reading Aside from these structural possibilities, a company can use migration tactics, such as moving its business portfolio mix between goods, channels, locations, or business models, to maximize opportunities while minimizing risks. The main lever for this is capital allocation. Most businesses distribute resources fairly evenly across different businesses and units, but extreme circumstances necessitate more decisive reallocation, which necessitates both business intelligence and mental agility in order to identify new risks and opportunities before competitors do. A important notion here is sufficiency. Many businesses may recognize and test new models under changing conditions, but only those who dedicate adequate cash and move quickly can succeed in altering their business's center of gravity. Then there are strategies for environmental shaping. To a latecomer in an established market, the business climate is assumed. However, a pioneer in a new opportunity can influence the surroundings. Companies can decrease their susceptibility to negative shocks by conceiving possible new realities, particularly in dynamic situations, and then bringing them to fruition through shaping and persuading. Migration and shaping go beyond risk reduction by generating and leveraging new opportunities for growth.

Finally, organizations can strengthen their resilience by collaborating with other actors.

Business ecosystems, such as digital platforms, can boost their collective resilience by providing access to new skills, increasing flexibility, and lowering the fixed cost of entering enterprises where assets can now be shared. Shared platforms create "real" insurance against the unexpected by investing in systems for shared execution, adaptability, and innovation. Book: Coronavirus: Leadership and Recovery ($22.95) View Details There is no better example of system stress than the coronavirus outbreak. Humans' impact on the natural environment has increased the possibility of cross-species diseases. Dense urban populations contributed to the disease's quick initial breakout. International travel contributed to its global expansion. Extended global supply chains have broken down. Economic activity has been severely disrupted, and disparities and social tensions have increased. Furthermore, Covid-19 is not an isolated incident. SARS, MERS, and Ebola foreshadowed an unavoidable worldwide pandemic, and there is every reason to expect more in the future. Furthermore, the same conditions promote the propagation of a cyber-virus as well as economic instability caused by climate change or social conflicts. The Challenge of Measuring and Managing Resilience Traditional management systems have numerous significant drawbacks, making measuring and developing resilience difficult: Companies have been primarily intended to enhance shareholder profit through dividends and stock appreciation. Few companies even try to quantify resilience beyond revealing particular material threats.

Companies and stockholders frequently seek to maximize short-term gains.

In contrast, resilience necessitates a multi-timescale perspective: foregoing some efficiency or performance today in order to achieve greater sustained performance in the future. Companies have mostly concentrated on developing and implementing stable plans, which function best when causal links are explicit, predictable, and unchanging. Resilience deals with the unknown, variable, unpredictable, and improbable—and has serious repercussions. In the current concept of corporate capitalism, each firm is considered as an economic island that must be optimized separately. While this streamlines administration and responsibility, it obscures the degree of economic and social interconnectedness among many stakeholders. In contrast, resilience is a system property: an individual company's resilience is meaningless if its supply chain, customer base, or the social institutions on which it relies are disrupted. Managing for resilience demands more than simply grafting new concepts or technologie onto existing practices. It necessitates a completely different mental model of business—one that values complexity, unpredictability, interconnection, systems thinking, and a multi-timescale perspective Of course, many businesses already use some type of risk management – mostly to analyze and reduce exposure to specific, recognized hazards. Resilience must also address unidentified threats, as well as the adaptations and transformations that a company must undertake to absorb environmental stress and even turn it into an advantage.

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