It sits comfortably outside our frame of reference. It’s unaccounted for. It’s not even considered. Simply because we don’t know that we should. How do we plan for, manage or respond to the inconceivable? You don’t know what you don’t know.
It requires a two-pronged approach. On the one hand, we need to embed responsiveness. An ability to address whatever happens. Think on our feet, mobilise in an instant. This ability requires strong and effective communication and real-time business intelligence. How quickly can we coordinate? What resources have we got at our disposal to respond at a moments notice to whatever?
On the other hand, we need to secure excellence. Inconceivable is not just a risk, it’s also an upside. A single breakthrough, nomination, accolade can create powerful positive knock-on effects. We want to posture ourselves in such a way that any day could be this day. This requires us to distinguish ourselves in our work. Excellence as a habit. Not just our products, but everything that we do.
Who knows, your inconceivable might be one song away.
