{"id":6327,"date":"2020-05-25T22:04:00","date_gmt":"2020-05-25T20:04:00","guid":{"rendered":"https:\/\/consultingmix.giulia.supporthost.eu\/navigare-la-nuova-normalita-4-azioni-per-costruire-il-futuro\/"},"modified":"2021-01-20T10:22:17","modified_gmt":"2021-01-20T09:22:17","slug":"navigating-the-new-normality-4-actions-to-build-a-post-covid-19-strategy","status":"publish","type":"post","link":"https:\/\/consultingmix.giulia.supporthost.eu\/en\/navigating-the-new-normality-4-actions-to-build-a-post-covid-19-strategy\/","title":{"rendered":"Navigating the New Normal: 4 Actions to Build a Post Covid-19 Strategy"},"content":{"rendered":"\t\t
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The key to getting a business back on its feet as quickly as possible with as little damage as possible, is not the recovery. Much of what is being recovered, risks not being appropriate for the new context.<\/span> <\/p>\n

Over the past few months, markets have been constantly changing without warning and have been unpredictable, leaving us with limited margin for control. The only option is to maximise efforts and adapt as fast as possible.<\/span> <\/p>\n

Several countries are now easing their lockdown measures to get back to (new) normal, however many small businesses and organizations face a difficult task of evaluating the risks, costs and opportunities associated with \u2018opening for business\u2019 in a context which is no longer the same. <\/span> <\/p>\n

In the formulation of a post Covid-19 strategy to prepare for the new normal there are 4 actions that should be included:<\/span> <\/p>\n

\n<\/div>\n\n

\"strategia\n\n

\n<\/div>\n\n\n\n 1. Leadership: prepare top management for post COVID-19<\/span><\/b><\/span> \n<\/p> \n

Are boards ready to mitigate the economic damage the crisis is creating? Are they correctly interpreting the implications of the pandemic? In many cases, the answer is no.<\/span> <\/p>\n

Leadership is the first area which needs to be addressed. Addressing the new context requires adopting an interrogative position and questioning different aspects of how the company’s decision making process is lead.<\/span> <\/p>\n

Many organizations planning agenda has been caught off guard. \u201cI felt like the captain of a ship hit on the side by a torpedo\u201d <\/i> Brian Chesky, co-founder and CEO of Airbnb said in an interview.<\/b><\/span> <\/a><\/span> <\/p>\n

Effective succession planning<\/b><\/span><\/a> for example, is crucial in extreme situations such as this, but in many cases it is inadequate, boards and management teams rarely have a succession plan in case a leader becomes ill or is unable to fully operate.<\/span> <\/p>\n

Rarely is there a contingency plan with guidelines to communicating during a crisis, least of all one for a pandemic event. It is therefore essential to refocus your leadership<\/b><\/span><\/a> in order to quickly but efficiently address a wide range of issues from the health and safety of the corporate workforce (priority number one) to the likelihood of a deep global recession. <\/span> <\/p>\n

Regardless of what the current configuration of the Board is, companies need to think carefully about how they want the organization to be steered into the new normal before taking any other actions.<\/span> <\/p>\n

Effective leadership distinguishes itself by the ability to interpret in a coherent and objective basis the surrounding environment, themselves, employees and business objectives. The aim is to make better decisions by recognizing early enough the signs of change.<\/span> <\/p>\n

Top management of most companies are currently operating under high levels of stress, that is, with the least favourable conditions to make the right decisions. Before making decisions and taking action, a plan is required to ensure that effective leadership is in place.<\/b><\/span> <\/a><\/span> <\/p>\n\n

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You could also be interested in: <\/b><\/span><\/p>\n\n

Seven mistakes that can put your company\u2019s growth at risk<\/b><\/a><\/span><\/span><\/p>\n

Uncertainty and 2020 go hand in hand. It\u2019s time to get used to it <\/b><\/a><\/span><\/span>
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Analytics: how to rethink in a new context with a new approach <\/b><\/a><\/span><\/b><\/span><\/p><\/span><\/p>\n\n

<\/div>\n\n 2. Data: make use of available data and acquire that which is missing. <\/span><\/b><\/span> \n<\/p> \n\n

The resilience of systems is being put to the test like never before due to the huge increase in demand. IT managers and CIO\u2019s must ensure that the company continues to operate seamlessly in an unprecedented environment, keeping the information flows that support critical business processes and underlying systems operational and stable.<\/span> <\/p>\n

This means preventing outages, mitigating their impact, or restoring them quickly, i.e. applications, architecture, data, cloud, infrastructure and network.<\/span> <\/p>\n

In the new normal, the immediate challenge is not just about continuity of operations. Above all, there is a need to use the existing information <\/b><\/span> <\/a> correctly and create the information that is missing to meet the growing need for support when making strategic and tactical decisions in this time of change and crisis.<\/span> <\/p>\n

The main focus points are:<\/span> <\/p>\n