Preparing for an Uncertain Future | Resources
Thank you for the opportunity to speak with you about what it takes to get left of bang and prepare organizations for an uncertain future.
At The CP Journal, we exist to help leaders build organizations ready for anything.
This toolkit pulls together the key takeaways and resources from the presentation so you can start putting the ideas into action right away.
Articles, Essays, and Resources
This white paper offers a practical doctrine for executives to apply the left of bang concepts at the strategic level and prepare their organizations for an uncertain future.
It is meant to help leaders answer a difficult question: are we actually becoming more prepared—or just busier?
Understanding how your organization approaches preparedness, using a shared terminology, allows leadership teams to establish a baseline for their organization’s readiness and make decisions about how to move forward.
This article describes four common organizational personas, what it means for your preparedness, and what is needed to shift left of bang.
“The only constant in life is change.” It’s one of those lines that gets repeated so often it stops meaning anything. It sounds thoughtful. It sounds inevitable. But most of the time, it just hangs there—detached from any real explanation of what to do about it.
🔒For Paying Subscribers: This article goes through five points where projects can be improved to drive meaningful behavior change in organizations.
“Preparing for something” is about making decisions which scenarios might come next and building the capabilities the organization will need. “Preparing as a discipline” is about mastering the mechanics of preparation itself, so we can adapt to whatever the future holds.
This article is about ensuring that the planning, recruiting, training, equipping, exercising, reviewing, and improving match the level communities and organizations not only expect, but need.
Operational leaders face a constant challenge when preparing their organizations and teams for an uncertain future: the effort often depends on the support and buy-in of senior executives and peers. Unfortunately, sometimes this support only comes when something has gone wrong.
🔒For Paying Subscribers: This article looks at ways to get left of bang to the next disaster, disruption, or crisis, the minute an executive says, “We can’t let that happen again.”
The Strategic Briefing is a facilitated, interactive session designed to help leadership teams determine what preparedness requires from them.
At the end of the briefing, teams have a shared definition of preparedness, clarity on where the organization is, and a clear set of priorities for what to focus on next.
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