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Brand View

Mon 8 Jun 2020 07:52 AM

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Innovation that builds on the familiar: Your post pandemic leadership strategy probably needs fewer tweaks than you think

It's important to keep our focus on the true constants in our business model - no matter the sector or the market we serve

Innovation that builds on the familiar: Your post pandemic leadership strategy probably needs fewer tweaks than you think

Gonzalo Usandizaga , VP & GM Emerging & Growth Markets at Micro Focus .

Innovation that builds on the familiar

Your post-pandemic leadership strategy probably needs fewer tweaks than you think! Innovation is something we all aspire to, but where to start can be confusing.

In the sort of scenario that many businesses are in currently, such confusion can have a very negative impact. With circumstances having changed dramatically within a very short period, choosing which changes you will need, as part of the new normal, can be challenging.

Steve Jobs once famously said: “Innovation is not about saying yes to everything. It's about saying no to all but the most crucial features”. In the case of choosing an appropriate response to a sudden event, such as the novel coronavirus crisis, your best bet is probably limiting changes to aspects that count, while keeping as much the same as possible. Balancing continuity and innovation will help ensure a much more stable transition for your business.

Don’t add to disruption, beyond what is inevitable

Your organisation is a complex organism, with multiple processes, outcomes and dependencies. Although longstanding experience can make us think that we know our systems inside and out, wisdom lies in knowing that our insights are based on specific conditions. Targeted changes will go a long way in adapting to the new normal. For instance, Aaron Polikaitis, vice president of research at IDC's Vendor Sourcing and Management practice, wrote about the advantages that agile sourcing might have over traditional procurement, in a recent report.

All organisations, even small ones, will need to reassess their internal and external variables with an open mind, in the post pandemic reality. There are very likely dozens of parameters that you have never actively considered, simply because they had negligible impact in the past. For instance, the cleaning procedures for your office space have probably been one of your lower ranking concerns in the past.

However, as the WHO has pointed out, the standards of the sanitation you maintain in your workplace is probably one of the most significant threats to your business continuity now.

Build from your values, and value proposition

It’s tempting to think that you need to change everything about how you have done things in the past, in the face of a disruption as major as the Covid-19 pandemic. This, of course, is an overreaction. The most successful crisis managers always go back to the basics, when their ecosystem is challenged by such an event.

Simply put, it’s important to keep our focus on the true constants in our business model – no matter the sector or the market we serve. These, of course, are the values our organisation holds dear, and the relationships we have built our business on.

Developing your strategic response within these fundamental frameworks not only simplifies your approach, it also ensures that you have a valid set of parameters, on whose basis you can make on-going adjustments.

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