On average, it takes 66 days for a new behavior to become second nature. In the days, months, and years following the global disruption of 2020, we have changed forever. You can throw your business playbook, operational checklist, and mindset out the window.
This is now a new type of economy. By definition, these are new and unusual times. This is not the new normal or the next normal.
While all this is scary for some organizations, it can also be fantastic for those who have long wondered about the possibilities of new ideas, new opportunities, new inventions. It’s impossible to get back to “normal”, but maybe “normal” was wrong in the first place? “
What does this mean for an organization’s existing digital transformation?
“Even before the disruption caused by the pandemic, it felt like we had reached a tipping point, both in terms of the global economic model, and in terms of modernizing organizations. Many mature organizations were too focused on using IT to maintain operations and improve existing processes , rather than creating value to innovate and remain competitive.
This disruption exposes flaws in existing business models and transformation efforts. As they work to plug holes and fix problems that arise in their operations, they are identifying missing areas, including true business transformation opportunities – both from an operational and performance perspective, and keeping pace with today’s digital – first market.
For too long, stakeholders had to ruminate to move on, intimidated by more ambitious ideas. “We can’t try”…”That’s too big”…”That will never work”…”We don’t have the money or resources”…”We’re not going to get approved.”
Well, now you have no choice – you must respond now, and your response will determine your performance and define your future legacy. “
How can organizations start to adapt?
“The challenges ahead of us remain enormous. The impact of the virus on us is still significant and likely to persist for at least the next 14 to 18 months. However, there are three key stages that organisations must go through – survive, survive and thrive – – Start by surviving and creating special mission groups.
With a high focus on reopening the economy, this cross-functional team agreed to invest immediately without politics or an agenda. The team works for the greater good to remove the infighting and delays that have historically hindered critical decision-making. The team is focused on triaging and developing a roadmap for the coming days and weeks to support the transition.
The first stage, “survival,” is a direct response to what is happening. Our markets and the way we operate have been hit hard. Organizations are treading water right now, just trying to keep their heads up and keep everyone safe while trying to keep everyone productive and everything running.
The next stage is “alive”. This is where you really think about the day-to-day behavior of your customers and employees and look at how you can scale your operations. What exactly is your return to work plan? How are you redesigning your office to accommodate social distancing? Where do you keep your hand sanitizer, test kits, etc.? How do we keep your customers safe? We’ve been telling everyone for years that you have to be a tech company. Now everyone has to be a health company too.
The third stage is “thriving”. This is where you start to rethink the future and start building the right infrastructure to accommodate this new economy. “
