‘I wrote this white paper as I see today many similarities with situations I lived through in the past. Today all efforts are focused on getting back to business. There will be a high probability that after this important achievement, business will not be the same as before. This will lead to major changes in the ‘post Corona’ operating model.
I would like to share my experiences and views so I can help companies to staystrong and build an even stronger organisation in the future. I learned that companies can become stronger in a crisis if the architecture is right, and the implementation is performant. As you know, it doesn’t stop after planning. It just starts’.
A GUEST PUBLICATION FROM HANS LUTS
Currently working on an assignment for The Bayard Partnership
Hans Luts was born in 1965 and is Master in Applied Economics and Master of Business Administration. He led several initiatives to improve top and bottom-line, albeit in sales, operations, IT/IS, logistics, and supply chain.
He developed a deep understanding of the different building blocks of companies’ value chains thanks to his hands-on experience. This transversal leadership experience can be extremely meaningful in structural changes.
Today Hans is working in close collaboration with The Bayard Partnership, where he is leading a vital change program.
IT FEELS LIKE A WORLDWIDE EARTHQUAKE AND A GLOBAL DISRUPTION AT THE SAME TIME
Today leaders face new social and economic challenges that are not anticipated in any existing business plans, nor strategies. It looks like the perfect storm. The fact that organisations struggle to come up with sustainable and effective answers right away is not unusual. The focus is on the immediate, and the issue will not go away by itself.
IN THIS PUBLICATION:
- Adjusting to a new social and economic reality
- Understanding the context: why are we doing this?
- Create the plan
- Create focussed projects
- What’s the next phase of the disruption?
The disruption that is taking place will undoubtedly leave traces that will manifest themselves in many domains. Some impacts are temporary and will therefore not have any impact on the long run. Others will have a lasting effect and probably new aspects that are today unknown or underestimated will pop up.
It is therefore important to remain sensitive to all signals that may indicate new or changing consequences, both internally and externally. Take this opportunity with both hands to emerge stronger from this crisis. It provides the new fuel for future innovations and renewed concepts or, for example, in the case of working from home or e-commerce, accelerate the acceptance of new ways of working or go to market concepts.