"The horizon being blocked doesn't mean there is nothing to contemplate."
Etienne Klein
Planning is more critical than ever. Questioning the future just requires a broader range of detailed scenario.
As the pandemic slows down in some part of the world, at least for the first wave, we realize that we are all in this together despite the great uncertainty about what is going to come next.
Nevertheless the absolute challenge ahead is to mobilize our collective intelligence to design a positive picture of the future. Otherwise, lockdown exit is going to be very difficult.
Planning the journey Back on Stage is not an easy thing because nobody knows what is going to happen. Whatever the organization at stake there are some key components to consider in designing possible future scenario.
The lighthouses, buoys and beacons are aiming to inform your navigation chart in the rough Covid ocean...
N°4 : Less but better ones
For the past 25 years, globalization has led us to continuous search for improvement. All over the world, everyone focused at reducing operating costs, achieving greater efficiency and optimizing processes towards creating more economical value.
On the business development side, adoption of martech solutions and leadgen engines powered with AI was part of a furious game to deliver growth whatever it takes.
The Covid 19 crisis is bringing structural change. The situation will be different from what was budgeted a few months ago. Management will have no choice but to adapt to a new normal. A recent McKinsey study shows that a large majority of citizens have integrated the fact that the crisis will impact their behavior and their budgets for four months and beyond.
Long is the list of changing parameters that organizations will have to deal with: cuts in budget household, unemployment, more space required in between customers in restaurants, longer queues in shops, social distancing slowing down production lines, cash shortage...
The economic recession combined with the additional complexity of safety standards means that most organizations, whether they like it or not, will have to adapt and save the core at the expense of periphery.
If hard times have a good side, it is the pressure to find new efficiencies.
Over time, companies have a tendency to accumulate processes that hinder the objective of value to the customer. They multiply the compliance rules at the expense of initiative. Many of them are handicapped by silos which stop co-construction.
During the lockdown, we were able to observe the creativity released within organizations, the emergence of new rituals to animate global teams like L'Oréal was able to do, or the inventiveness of Booster Academy to experiment with new sales technique.
What can we say about the lightning cooperation between Air Liquide, Valeo, Schneider and PSA to manufacture 10,000 respirators in 6 weeks instead of the usual 250 monthly units? How not to bow to Décathlon, which shares the 3D plan of the Easybreath mask and technically supports research centers to develop tips and valves capable of connecting the mask to ventilation systems?
As for this parish of Limoges which is opening a "Drive Confession" while waiting to be able to celebrate masses again, isn't this a pure adaptation of the value proposition to the context of the market? ...
Coronacrisis is like an enzyme that stimulates creativity and innovation.
Business leadership must anticipate this dynamic because the end of the crisis is an opportunity.
There are lots of "less" to consider on the way back on stage: less waste, less burn-out, less default, less complexity in processes, less time consuming reporting, less lead time, less marketing lead in the bin.... In the lockdown exit, enterprises should experiment changes in the way they produce, operate, interact and serve their customers.
There is no better time for the smartest to explore a lean strategy and stimulate innovation to perform on stage.
Agility, quality and innovation are the drivers in the return to play
PS: After the Corona Bomb, shall we expect Business as Usual or Business as Un-usual ?
What should go back to standard and what should change?
Each business is specific. Let's have a 15mn call to discuss it further.
Let me know how you feel with this idea?
Stephane
+33 6 11 81 03 12
stephane.munier@tbmsmarketing.com