Transitioning to an adaptable operating business model is needed now, as every business seeks to find a path towards sustainability. What is the best way forward, and the ‘new normal’ is different for everyone. When facing a struggle, survival is key to staying alive. What happens when you survive from month to month depends on actions, reactions and observations. Knowledge applied is a commodity well used right now.
Moving swiftly with precision is a tactical approach and one sure way of keeping your business alive. Focusing on cross-functional behaviors will help in re-purposing resources as the macro global vision is a force which cannot / and should not be avoided. Everything globally is connected in some way to local outputs. Having consumers able to spend on essential and non-essential commodities and services has been how economies have grown and expanded at an ever-increasing rate in recent times. The pandemic Corona-virus Covid_19 has halted everything. It’s time to stabilize and move from basic survival mode to a robust sustainable operational business model.
Let’s look at the past;
Your operating model was developed over time and based on value aligned with mission, purpose and profitability. Everyone was focused on customer service and delivering exceptional value and variety while building and expanding a well-oiled income generating portfolio of goods and services. Audits and reviews of processes and systems were overlooked, as demand for more (driven by consumer desires) exceeded the need for operational efficiencies in many core areas. The laissez-faire approach to how things were done was based on access to anything and everything, being instantly available, until it was not.
Moving forward in the present, towards the new normal;
Agility is much more than a word for being adaptable and quick to respond. Agility in business should encompass, flexibility and innovative responses based on non-structured approach to solutions – making actions a reactionary response when stimulated with barriers. Corona virus Covid_19 has given businesses a great opportunity to operate leaner, more efficiently and within a sustainable scale of performance. Forget the nice to haves, they were driving prices up and out of the reach of mass consumers in almost every category of business. The biggest challenge for many will be to move towards new opportunities while letting go of the comfortable costs of an old normal.
McKinsey advises for an agile operating model to work well, organizations need to establish the right rhythm and coordination with teams to get things done. From my perspective, will add relaxing ‘barriers’ which box in a company’s mission, allowing alignment with value and deliverable to flow based on new ideas and technologies. Virtual systems, such as Cisco Web Ex, Zoom, Whats App, Team Viewer, Arkadin, Go ToMeeting, and others have been the stars of ‘ the Agile Operating business. Getting things done with speed, efficiency and in real time, has shown how travel and relationship budgets can be cut, without compromising on quality. In fact, quality and real-time relationship growth has been an opportunity realized for many during this pandemic. The agile organization has to be re-birthed from chaos and crisis, with little structure, and more reactionary feedback to remain sustainable. The new normal is the Agile Organization, with a new operating model.
Agile actions will trim excess, allow for leaner operations in business while satisfying all basic relevant commercial needs in the short-term; for now, this should be the priority for businesses to survive and move through the pandemic successfully.
Next Part 2– The Agile Consumer
“Change is happening globally and everyone is impacted, including the consumer. Reacting to different choices and restricted capacity, is a new normal for the consumer. Introducing the Agile Consumer, who is able to gain more with less, and evolve to change their society with every commodity purchased.” (Donna-Luisa Eversley)
Thank you for reading and adding to these observations shared.
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