{"id":25405,"date":"2015-12-04T05:00:15","date_gmt":"2015-12-04T12:00:15","guid":{"rendered":"https:\/\/tested-neuron.flywheelsites.com\/?p=25405"},"modified":"2015-12-08T16:43:05","modified_gmt":"2015-12-08T23:43:05","slug":"facing-a-sudden-shock-to-your-business-heres-how-to-navigate-it","status":"publish","type":"post","link":"https:\/\/unreasonablegroup.com\/articles\/facing-a-sudden-shock-to-your-business-heres-how-to-navigate-it\/","title":{"rendered":"Facing a Sudden Shock to Your Business? Here\u2019s How to Navigate It"},"content":{"rendered":"

Reflecting on my work with entrepreneurs<\/strong> over the past 15 years, as an investor, advisor, and now an entrepreneur, the most successful companies I\u2019ve encountered have been able to handle adjustments to their business model or industry. Not to say there isn\u2019t value in committing to an organizational vision\u2014sticking to a plan and executing day-after-day requires strong mental fortitude. But when an internal or external shock occurs, the best organizations summon a nimble and decisive mindset to adapt to the new status quo. <\/p>\n

When a shock occurs, the best organizations summon a nimble and decisive mindset to adapt to the new status quo.<\/i> Tweet This Quote<\/a><\/span><\/p><\/blockquote>\n

This article is inspired by an Unreasonable alum currently dealing with substantial currency devaluation in an otherwise healthy and profitable business in Sub-Saharan Africa. The most important factor in thriving through this type of adverse event actually develops years earlier\u2014building a strong culture proves as valuable as any capital structure modifications or cost savings.<\/p>\n

Build a Strong Culture<\/h2>\n

Business improvement books and articles increasingly focus on corporate culture\u2014Harvard Business Review suggests it may account for 20-30% of the differential<\/a> in corporate performance when compared with \u201cculturally unremarkable\u201d competitors. A recent article<\/a> even mentioned that in a meeting with the leaders of a Fortune 500 company, the word \u201cculture\u201d came up 27 times in 90 minutes. Is culture about ping-pong tables, long work hours, or key principles that are highlighted in public places around the office? <\/p>\n

A young company needs a culture that embraces a ‘whatever it takes’ approach.<\/i> Tweet This Quote<\/a><\/span><\/p><\/blockquote>\n

Probably, but it\u2019s more than that. Even if it\u2019s profitable with several million in revenue, a young company needs a culture that embraces a “whatever it takes” approach, instead of only focusing on growth or innovation. Sometimes “whatever it takes” does mean growth, but the value in that approach resides in the flexibility to adapt to different situations and the team coming together around the central idea of helping the company to manage through an event like currency devaluation. <\/p>\n

The management team must take the lead in building their organization’s strong culture. Take the time to ensure employees feel connected to the broader organization\u2019s goal. Create tangible goals for individuals and departments to achieve, and communicate actively about how they are contributing to the group\u2019s success. In fact, over-communicate this information\u2014make sure no one is left in the dark. While culture will provide organizational strength after an adverse event, the management team should then shift their focus to the capital structure and potential cost savings opportunities. <\/p>\n

Reset the Capital Structure<\/h2>\n

Managing a company\u2019s capital structure is the first step after an adverse event occurs. Typically after a capital raise, a young organization may have 12-18 months of cash runway available to execute its strategy before the next capital raise. Following an event like currency devaluation, management should reset that clock\u2014find a way to show the internal team and external community 12 months of stabilized financial performance in the new market conditions. <\/p>\n

If you experience a shock, rebuild the financial model to reflect the new reality.<\/i> Tweet This Quote<\/a><\/span><\/p><\/blockquote>\n

That may mean slower growth or declines in financial performance. This is fine. Rebuild the financial model to reflect the new reality. Flat or decreased financial performance during this time may still lead to long-term stability and increasing investor valuations, as everyone will appreciate management\u2019s ability to navigate through the adverse event. If necessary and available, utilize debt or financings from existing investors to bridge this period. <\/p>\n

Once the current capital structure is understood, shift the focus to the organizational structure and cost savings opportunities. Together, they achieve a balance to give the company those 12 months of stabilized financial performance. <\/p>\n

Balance Cost Savings<\/h2>\n

Balancing the organization\u2019s spending can be especially challenging during this period, as the organization\u2019s culture may have been historically oriented towards growth or something other than a whatever it takes approach. In the face of a currency devaluation that results in management taking a closer look at spending, I suggest frequent, open discussions with each department head about their group\u2019s functions. Some will be critical day-to-day operations, while others will be focused on future growth or upside, in the short-term and mid-term. <\/p>\n

All of this applies equally to team projects as well as team staffing. When headcount reductions are required, prioritizing short-term needs vs. mid-term plans at the department level is almost always a better pathway than a blanket \u201c10% staff reduction across all departments.\u201d<\/p>\n

The most important factor in thriving through future shocks is taking the time to build a strong culture.<\/i> Tweet This Quote<\/a><\/span><\/p><\/blockquote>\n

These thoughts oriented around currency devaluation are easier to write about than to execute. But having a strong corporate culture will provide most organizations with the foundation to survive adverse events, and subsequently manage through capital structure changes and cost savings as needed. <\/p>\n

Please use the comments section to introduce your company\u2019s adverse events, and I\u2019ll monitor in hopes of providing suggestions to help all entrepreneurs facing different types of shocks. <\/p>\n","protected":false},"excerpt":{"rendered":"

Negative shocks will happen to your business. The best companies are able to adapt because they took the time to build a strong culture. Is your company prepared? <\/p>\n","protected":false},"author":131,"featured_media":25409,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"spay_email":"","footnotes":"","_links_to":"","_links_to_target":""},"categories":[476,1543,1546,1557],"tags":[1971,2484,2485,498,2489,315,2486,2487,2488],"class_list":["post-25405","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-article","category-communication","category-culture","category-management","tag-ashok-reddy","tag-capital-structure","tag-cost-savings","tag-culture","tag-currency-devaluation","tag-finance","tag-shock","tag-spending","tag-sub-saharan-africa"],"acf":[],"yoast_head":"\nFacing a Sudden Shock to Your Business? 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