What Is Your Post-Coronavirus Countermove?

 

The Chinese word for crisis is made up of two characters that represent danger and opportunity. The 2020 Coronavirus (COVID-19) pandemic has forced us into an unknown future, the New Normal. Which do you prefer: danger or opportunity? What is your anti-coronavirus strategy? The time has come to Reboot and Prepare your organisation!

We've all felt the Danger side of the Crisis Pendulum: lost sales, financial insecurity, uncertainty, the need to reestablish our business footing, new employee, and customer safety conscious mindsets; Uncertainty, Anxiety, Stress. However, the Opportunity side of the Crisis Pendulum may be better: an opportunity to outflank and outmanoeuvre your competition, who may be caught off guard, in a retrenchment, cost-cutting mode, and slow to respond. When the competition retreats, that is the exact moment to double-down; an opportunity to gain ground and leapfrog; an opportunity to Attack!

There is no going back to the pre-Coronavirus economy or "business as usual," because those days are long gone. It would be a mistake to believe otherwise. Consumers, businesses, and brands are entering a new era. The New Reality has arrived. We must first stabilise, then analyse, and finally focus. Before we rush into the New Normal, we should take a step back and rethink our options. We feel compelled to change, improve, and find more innovative ways to run our businesses. We need to stop playing defence and start attacking. But that necessitates preparation!

1. Rethink your Strategy: Strategy is all about winning. Playing for the sake of participation is self-defeating - it's a recipe for mediocrity. Winning is everything, and it is the ultimate criterion for a successful strategy. Leaders who choose to Play rather than Win end up with average industry results at best.

Excellent organisations Rather than simply competing, choose to win. Strategy is nothing more than a winning strategy; it is a battleplan for victory. The methods by which an organization's competitive advantage will be achieved are referred to as its strategy. These are the activities that the organisation engages in in order to gain a sustainable advantage over the competition. A lack of strategy has a clear and obvious outcome: you will die! Perhaps not immediately, but organisations that do not have winning strategies will perish.

1. Rethink your Strategy: Strategy is all about winning. Playing for the sake of participation is self-defeating - it's a recipe for mediocrity. Winning is everything, and it is the ultimate criterion for a successful strategy. Leaders who choose to Play rather than Win end up with average industry results at best.

Excellent organisations Rather than simply competing, choose to win. Strategy is nothing more than a winning strategy; it is a battleplan for victory. The methods by which an organization's competitive advantage will be achieved are referred to as its strategy. These are the activities that the organisation engages in in order to gain a sustainable advantage over the competition. A lack of strategy has a clear and obvious outcome: you will die! Perhaps not immediately, but organisations that do not have winning strategies will perish.The essence of strategy necessitates tradeoffs - deciding what not to do. As a result, the essence of execution is simply not doing it. Your selections should be based on Strategic Fit with your business model, system of activities, competencies, and capabilities that you can confidently and consistently deliver to your target customers.

Above all, your strategy should be based on uniqueness. The Danger Zone is the sameness. Differentiation generates competitive advantage, and competitive advantage is the only form of protection an organisation can have. Competing to be the best encourages imitation. Competing to be one-of-a-kind necessitates innovation. What distinguishes your company from the competition? What can you do better than your rivals?

2. Alignment: The most common reason organisations fail to perform at a higher level and produce better results is a lack of alignment. It is critical for an organization's success to achieve alignment between its strategy and its operations. Even the best strategy in the world will fail if it is not aligned. Why? Because alignment connects strategy and execution. Organizational alignment occurs when an organization's business model, systems, activities, and talent are all aligned with the organization's strategy. The closer the alignment, the more effectively the strategy will be carried out. The better the performance, the tighter the alignment.

Finally, no strategy is as good as the people who must implement and execute it. Performance expectations and standards, the right people in the right jobs, trained to perform, held accountable, properly led, and results recognised and rewarded Execution that is rigorous, with meticulous attention to detail, structure, and discipline. Alignment! Make no mistake about it: if you don't get the metrics right, none of the required behaviours will likely follow. Measurable behaviours should be reflected in your metrics. What you can't measure, you can't improve.