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Brexit and the Sunk Cost Fallacy - Why Brexiters Can't Admit They Are Wrong Player Support. Most multinational companies, British and otherwise, will be watching the Brexit negotiations closely. Ferries will continue, but with obstacles such as customs checks. Brexit: justice for families, individuals and businesses? At the moment, working in Europe is hassle free and easy. Retrieved 5 June The outcome of the renegotiations was announced in February Ambiente Prag, Sara B. As Beste Spielothek in Dechowshof finden leader, be transparent and choose your words carefully. Brexit Casino

In another, it becomes more unified, but also more controlling and isolated from the rest of the world. In a third, it fragments, and some countries form stronger ties with the U.

Your own most relevant scenarios might involve a different issue, such as food supply, access to university research, but they would still involve thinking about alternatives.

As you put these themes together, try to consider the unintended consequences of actions that many others are overlooking, but that are relevant to your business.

For example, after the U. How will it manage that change? Brexit may also open the door for new E. Ideally, at least one of your scenarios should challenge your view of the way the world works.

For example, if you believe that movement toward free trade is inevitable, imagine an alternative future in which the world gradually comes to accept tariffs and barriers.

Having articulated these alternative futures, look into the impact each of them could have on your company. How significant would they be?

What would be the likely timing of events? Which of your competitors would thrive under this scenario if you did not? What else would have to happen for this scenario to occur?

Highlight any risks or opportunities involved, especially those that are more elusive. Finally, instead of devising a separate response for each scenario, bring your colleagues together to consider these questions: What strategy could we adopt that would be robust under any of these scenarios?

What investments could we make now to ensure that whatever scenario comes to pass, we will be glad we made that choice? And what can we do now to influence the development of the preferred scenario?

Rethink your global footprint. The aftershocks of Brexit provide an opening to launch soul-searching exercises to examine the map of countries where you manufacture and sell your portfolio of goods and services.

These exercises can also help you reconsider cost allocation, to adjust expenses to match your new global needs. Focus on strategic objectives: making the most of your capabilities, ensuring access to markets where your capabilities can help you stand out, managing regulators, finding suitable labor pools, and providing opportunities for innovation.

For instance, U. But in a nod to the Brexit vote, Alnylam plans to set up its E. Although Switzerland is only an associate member of the E.

General Electric is using the Brexit vote more broadly as the spur for a new, decentralized footprint. Honda Motor has employed this strategy to its advantage for decades, but it is only now becoming attractive to other multinationals.

The U. TV network ITV announced a cost reduction exercise in response to the economic uncertainty that sprang up after the vote.

Some banks announced they were reviewing the location of their HQ. Encourage a diversity of perspectives within your company. Now is the time to build a stronger culture in which people feel welcome to express their own points of view.

Organizations are made up of many types of people, occupying any number of socioeconomic strata and holding a variety of political positions.

Employees will hold a wide range of views about the risks of your post-Brexit strategy and the direction your company should take. This diversity of perspective is a strength, not a weakness, of your enterprise.

Give a large group of trusted managers and employees the task of developing a course of action in Europe and the U.

If your decision makers hold views that are mirror images, or if they are afraid that disagreeing with management would harm their position in the organization, their collective biases and blinders may prevent them from seeing an optimal strategy.

To make your prospective pool of decision makers as large as possible, draw in people with a range of experiences, professional backgrounds, interests, and areas of knowledge.

Include advisors with deep sets of intelligence in areas as diverse as economic development, political engagement, devolution, immigration policy, industry trends, and customer data.

Ask open questions to make sure that responses are not exclusively what people believe management wants to hear.

As a leader, be transparent and choose your words carefully. In difficult periods, executives must be cautious about what they say and the stances they take.

They should express sincere compassion and be on guard against statements that may ruffle feathers throughout the organization.

The Brexit and Trump votes have triggered strong emotional reactions, not just in the U. The environment within many companies doing business in the U.

For some individuals living there, the Brexit results raise questions of whether their country is still inclusive. They also have concerns about their stocks and pensions, their jobs, and their ability to get a mortgage in the future.

Others are bristling with resentment about generous executive pay and high bonuses. Still others see Brexit as an opportunity to develop a new, perhaps more realistic relationship with the rest of the world.

You may have to choose an approach based on what will help you attract and hold the best people in the future. No matter what your perspective is, allow people to communicate their views freely.

If people express fear or concern, offer tangible aid whenever possible. Be similarly self-aware when interacting with customers, suppliers, and shareholders.

As John Chipman of the International Institute for Strategic Studies suggests , companies need to develop many of the skills traditionally associated with diplomacy and statecraft.

These skills will be even more important after Brexit is implemented. If the aftermath of the referendum propels you to move into foreign territories that have their own evolving post-Brexit characteristics, you will need to integrate your company with the local society and government.

Use the expertise you have gained in your current business locations to collect on-the-ground intelligence for example, from observers within local governments that can inform strategies designed to minimize risk.

Instituting a well-resourced corporate foreign policy is an excellent way to buoy your localization strategy.

This could lead to more favorable consideration as the new order evolves. The Japanese government, and some U. This type of encouragement is unprecedented, and it may lead a number of companies to take positions on Brexit or other geopolitical issues before they have developed true diplomatic skills.

The more prowess you have as a company with a foreign policy, the more powerful and nuanced an effect you will have.

Prepare for further expressions of public antipathy to the establishment. The Brexit results made it clear that the issues ignited by the financial crash have not gone away.

Your employees will be worried about pension deficits and the potential impact of economic uncertainty on their job and wage prospects.

We may also see the rise of conscious capitalism, more attuned to the needs of the people business serves and employs. Pay particular attention to attitudes about immigration.

Historically, business leaders have assumed that they can move people around the world without much popular resentment. That may not be true any longer.

Borders will be tighter, and moving people across them will be harder, in terms of both managing the regulations and navigating public opinion.

By taking these steps, you can keep your business healthy while also addressing some of the political and social issues that the electorate has raised.

A process like this can catalyze innovation and growth even in the midst of turbulence. You will gain new insight into the strengths of your company: your distinctive identity, your capabilities, and the dedication of your people.

One of the surprising long-term results of Brexit may be a higher level of connectivity among citizens, government, business, the environment, and society at large.

In all your post-Brexit efforts, try to establish your organization as a model for other enterprises and even governments.

You can show, with your company as a microcosm, how to make the transition smooth and beneficial to as many people as possible. For example, in the separation discussions, which are sure to be sensitive and full of pitfalls, government officials will need to focus on options for mutual gain.

They will need to be empathetic toward others, pragmatic about their promises to their stakeholders, and mindful of the opportunity costs inherent in delay.

Companies can show government leaders how to accomplish this in the way they negotiate their related arrangements.

Most multinational companies, British and otherwise, will be watching the Brexit negotiations closely. The Conversation.

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Less is known about the likely dynamics of the transition process or the extent to which economic uncertainty and anticipation effects will impact the economies of the United Kingdom or the European Union in advance of Brexit.

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At the much finer level of wards within cities, we find that areas with deprivation in terms of education, income and employment were more likely to vote Leave.

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