Strengthening strategies with a structured look into futures: building strategies that are robust in several plausible scenarios have proven to be resilient.
Strengthening strategies with a structured look into plausible scenarios of the future to make them robust and resilient. More than 10 years of experience in multi-stakeholder planning with international experts and management teams.
The first thing that strikes anybody who has done foresight work on the Post-Covid19 era is that a “return to how things were before” is excluded. That being the case, innovation is going to be important. So start where you are now. What innovations did you introduce (or were you forced to introduce!) during the crisis? Make a list of them all – not just the big things, also the small ones. Then draw a balance sheet on them: what worked well? What worked less well? And for both of these, why? Which innovations should you therefore keep “as they are” after COVID is past? Which innovations may you want to take in part/and or adapt or even exapt? Moreover, based on what you did, are there small “safe-to-fail” probes that you can then undertake that may even be new market segments or products? I.e. not only changes in the way that you make/sell your existing offering, but new things to be sold…
Secondly, in the immediate aftermath, the state in almost all countries is going to be playing a driving role in keeping economies afloat. Is there any way you can benefit from this – putting more emphasis on government clients? More emphasis on clients receiving government guarantees? Obtaining government credits for e.g. green investments? SMEs normally see government as an obstacle but here you need to keep your antenna finely attuned instead.
These are generic recommendations – but not knowing your situation - hopefully useful nevertheless!
