I remember reading that during the 1930′s, the time of the Great Depression in the US, there were individuals earning upwards of $10,000 a month while others were starving.  This memory has remained as a lesson to me that during any time of crisis there are always those who manage to do well.

Looking back over 2010, we can see this phenomenon in operation. During this global recession there are still companies doing well, such as those who know how to write government grants, individuals who know how to balance risk as an investment, organizations with cash who can purchase troubled assets at low price, tech firms that leverage productivity, sports teams that know how to put on a great show.

You may have noticed that credit union membership has had an uptick interest because more people are looking for a different banking experience.  (Did you know that all the assets in all the credit unions in the US were not as large as all the assets at Lehman Brothers?) 

But this consumer shift should benefit someone.  It could be the nearby restaurants frequented by the credit union's employees and visitors.  It could be the credit union's existing members, because it can now provide better services–maybe a lower rate on a loan or a better functioning web site–because its assets jumped from $70M to $100M.

The worst news contains potential benefits for someone.  Take the  oil spill off the coast of Louisiana.  P&G's Dawn brand has been mentioned in hundreds if not thousands of places because the product appears to be the best soap on the market to break down oil on animals caught in the slick.  (A report by the U.S. Fish and Wildlife Service called Dawn "the only bird-cleaning agent that is recommended because it removes oil from feathers, is non-toxic, and does not leave a residue. Other methods or products are not recommended for use or testing during an oil spill.")  

To aid in the recovery, Procter and Gamble donated more than 7,000 bottles of Dawn.

American Boom and Barrier Corp also saw a positive from the disaster.  Their product, booms used to catch oil, were in such demand that the company had to turn down over 300,000 feet of orders just weeks after the spill.  So, too, have others in the industry.   Barely a month after the April 20 spill, the containment staff had already placed over 1.2 million feet of boom, had over 400,000 ready to deploy, and over 2.3  million feet on order–the largest ever in history.

While some may argue that it's a bad thing that there are winners when others are suffering, this same scenario happens every day in every sector.  Someone wins a war, someone loses, a new technology is launched putting another one potentially out of business, one party wins a political race and the others have to concede defeat.  Yes, there are magnitudes of difference and there are those that live their lives on disasters. 

 We all know the image of the "ambulance chaser," and indeed a large number of attorneys hit the ground on the Gulf Coast just to be ready for potential  lawsuits from the oil spill.   That's not meant to suggest that attorneys are bad, or even that those who chase ambuances are bad. (Victims of disasters–whether personal or multi-state in scope–do have service needs to meet.)

What this means is that if you keep your eyes open and are willing to adapt AND be innovative, sometimes bad situations managed correctly can create new opportunities.  Like the saying goes, when one door closes another opens.  As the new year brings its unanticipated challenges–perhaps economic setbacks in your own sector, or difficulties in your home region–I'd suggest you pay attention to the doors that may be opening.

Sources: Boom, P&G

The Strategic Alchemist™ , David Goldsmith is President and co-founder of MetaMatrix Consulting Group LLC. Over the past 24 years David has founded or co-founded nine businesses ranging from distribution to manufacturing to advertising.

In 1999, David sold his 14-year-old Syracuse, NY based Image Promoters, Inc. which he co-founded in 1986 to Proforma Associates, a 400-location franchise. He has been a consultant to various industries including telemarketing, high tech, logistics, retailing, hospitality, tourism, and manufacturing. Working with business owners, and corporate and mid-level management, David rapidly creates strategies that win in the marketplace.

www.davidgoldsmith.com