THE ATTACKERS ADVANTAGE

The aim of this book is to help understand and respond with appropriate action in today's fluid and uncertain business environment. Author Ram Charan elucidates from several interviews of effective individuals who are champions of recognizing uncertainty and making a profit out of it. Charan offers practical advice instead of just dull abstract theories.

Dealing with uncertainty lies in leadership:

• As we continue to progress in time, the world continues to get more uncertain and is hurdles with various threats. The global financial system requires reform.
• The rise of new competitors from unexpected places is reshaping and changing the landscape of how business works today.
• Radical change today is qualitatively different from before. Structural uncertainty has the capacity to change the market completely in the blink of an eye.
• Today leaders struggle with developing specific situational guidelines for dealing with uncertainty.

Foreseeing Uncertainty:

One must anticipate change and see uncertainty becoming. This mindset has five key components:

1. Perceptual acuity: Embrace change. Strive to grow mentally and psychologically ready. Learn to look ahead, pay close attention and understand the activities you observe. Be on the lookout for symptoms of threats and disturbance. Some individuals have innate perceptual acuity, but one can always develop and improve it.
2. Seeing the opportunity in uncertainty: Powerful modern leaders recognise the opportunity in these uncertainties. When you notice an opportunity, lead your organization through it.
3. Seeing a path and committing to it: Once you identify the opportunities, distinguish a path that points to them. Doing this demands hard choices to be made, like withdrawing from core business activities because you observe the shift in the market.
4. Managing changes properly: Exploring a new path requires significant personal and organizational reforms. Leadership needs to acquire skills to handle these shifts and allow for a smooth change for the organization and its stakeholders. 
5. Make your organization agile: For an organization to move, and move fast, it must be agile. Join staff responsibilities to the outside world and form metrics that lead employees in the actions you need them to take.

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