We now live in a world where disruption is the new normal. Resiliency is crucial. Supply chains must be shock-proof. But even resiliency isn’t enough anymore. Today, businesses must be antifragile.
ACHIEVING TRUE ANTIFRAGILITY
Fragile companies have not invested in foundational capabilities like process, technology and analytics, and therefore are unable to realize the benefits of collaboration and business agility. Disruptions and operational uncertainties jeopardize value creation – and they can cripple the most fragile.
Reactive companies have made some foundational investments but lack the capability to scale. Their collaboration and business agility capabilities are weak, with business functions operating in silos. Disruptions and operational uncertainties often result in significant loss of value.
Robust companies have a degree of agility in their operations, yet there is low visibility into external risks since supplier and customer collaboration has not evolved beyond a transactional level. These companies are able to withstand negative disruptions to a large extent but may fail to benefit from positive disruptions rapidly.
Resilient companies are well-networked internally as well as externally. These companies have a clear understanding of risk and are not only able to withstand negative disruptions but also able to readily adapt to them. They are poised to create peripheral value by exploring social responsibility initiatives.
Antifragile companies have maximized the strategic value of their supply chain. They can sense where change is happening and anticipate the downturns. They adapt with ease, rapidly capitalize on disruptions, and create value and positive social impact – even in the face of adversity.
“Antifragility to me, in my area of work, is the ability to bounce back when hit by a storm.”
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