Moments to rethink and reinvent

How do we confront those moments of uncertainty? What do we do to overcome the crisis?

It’s possible in times of crisis that the strategies we would’ve never thought of using could apply perfectly for survival scenarios toward a long term recovery like the one that seems to be coming.

We cannot wait for our governments to announce the end of the lockdown or even until the markets start the reboot phase. It is our responsibility as business leaders and those responsible for generating the economy for our society, getting ahead and already thinking about our return to the economic environment.

Reinventing ourselves and rethinking how will the new conditions of the market be, what new health and distancing measures will be applied, what new necessities our clients will have or what changes will have the supply chains of each business are questions for which we should begin to draw answers and lines of strategy and action. The Business Models of practically every business sector will change and it’s important in moments like these to already start to talk with our stakeholders to define and accord these possible changes.

The continuity of business that approaches will come accompanied with a large process of stabilization and our strategies of new customer channels, strict master resource planning and cost containment should be different; if we’re thinking on coming back with the  same way we operated before lockdown, we will suffer  for a long time the ravages of adaptation and changes in the purchasing behavior, prices, supplier supply (services and goods), uncertainty and speculation in certain sectors that have not yet incorporated the market, etc.

Another important point to consider is that not every line of business will return to the market at the same time, which is why, both clients and suppliers will be in different operating levels while these efforts to reactivate the economy are taking place. In these cases the staggered and phased strategies, with scenarios that’ll go from the most negative to the moderately positives, should be considered in the same way with all the actors involved.

On the other hand, the search for or rehiring of human resources will play a highly relevant role in the weeks and months to come. The skills of our staff will surely also undergo important changes, with focus on innovation, but with a high degree of resilience and austerity that the care for resources requires at this time. The latter, without ceasing to give the importance required to emotional containment and the messages of certainty that we can give to the staff that, despite everything, EVERYTHING WILL PASS.

These are moments to think differently, to break paradigms and even to take risks… we have a lot of work to do..