Many companies have built their success on operational efficiency! allocating processes and resources across independent functions and specializations. While these organizational structures allow these companies to be operationally competitive! they also make them less agile in using their core competencies in unprictable business environments. The ability of organizations to successfully create! engage! and execute new ideas is more urgent than ever.
COVID-19 is enabling some of these organizations to accelerate this transformation. The extend “pause” has given them a new lens through which to reflect on their priorities.
The daily demands that prevent change
Now! these leaders ne to prepare their organizations to be comfortable with “not knowing things!” to continue on the path to becoming learning organizations! capable of engaging with questions that initially made no sense! and developing the capacity to act on new learnings in a new environment.
Thus! the practice of strategic design can help car owner data organizations navigate this ambiguity by creating tangible scenarios that challenge existing functional competencies. This will push and enable companies to navigate uncertainty with greater ease.
“No one really knows what the future holds. Market norms change in times of crisis. People have liv differently over the past two months! and new nes and wants are emerging from this new way of living.
We are at risk of our businesses
Fundamentally disconnect from the market and the people we are trying to serve. We ne a renew focus that starts from the nes of the market.”
These are uncertain times for many leaders as they tips for selecting the right navigate the “new normal!” but they’re also a great opportunity to shape new trends rather than react to them. These leaders are taking a human-centric marketing list approach to identifying and solving emerging challenges! from managing a remote The crisis forc us to workforce to creating new! face-to-face services for their customers.