Some of us have not had to worry about the pandemic – nothing has changed, and maybe we’ve even seen our business rise a little bit! 

For some of us who rely on face-to-face contact – selling and engaging, delivering service for example – we’ve had to find a whole new way of business. All of us have had to find new ways of communicating so we can function and exist. 

Lots of energy has gone into coping and adapting. We’ve had to develop fast analysis of our current situation, focus on the most important things, imagineer solutions, make fast decisions, bypass bureaucracy and throw ourselves into innovation like never before. For some this has been stressful, others liberating! 

As we are emerging, we have a lot to think about. We’ve proven that we can be agile, make quick decisions and apply resources where needs be. But now, how do we take the energy to survive and turn it into the behaviour of survive. As business picks up our product development may need to accelerate, and the strategy adjustments will need to percolate into the business. 

While recently it has been obvious what we HAVE to do – our thoughts will return to what we would like to do.  All of those things we dropped in order to cope – we can’t do them all. And would you say that the crisis management ecosystem will really work when there are many more choices to deal with? 

What does your strategy to delivery ecosystem now look like, where has it improved, where is it still problematic, and how will you get it back to an operational, as opposed to a crisis management state? 

The Business Integrated Governance model provides a framework to make decisions across business as usual, products / assets and change. It provides a framework to reharmonise around. It is free and in the public domain. There is a maturity model which introduces organisations to the model, and how they are fixed to operate using it, to achieve the benefits it provides. 

You want to adapt and grow? Start here?