There is no hiding from the fact that this crisis is like no other – in terms of its scale and the ongoing uncertainty about what normality looks like and when it might return.

This article is an attempt, not to define the future, but how to be ready for it. It’s a call to action about not getting buried in the now – and finding space to shape the future.

There are two elements to our thinking:

1. First, don’t wait - find the time now to define the opportunity for your company to be in better shape and the company you want it to be beyond COVID-19. De-risk too much focus on now against defining the winning organisation of the future.

2. Second, while you do everything you have to do to survive, do it with the analysis of the best opportunities for your company in the long term.  De-risk holding onto capabilities that are not likely to deliver the most successful re-entry.

Don’t wait – take action now

So, what activities might feature in a look to the future – three examples:

1. The norm is to hang onto some poor or OK performing functions or people when times are good – not wanting to arrest growth or profitability. Take a very hard look at what a smaller, more focussed and profitable future might look like;

2. Think very hard (using tried and tested analytics) about the core capabilities that would have to be in place to deliver that future model. Remember it’s all about the most creative and operational effective talent you have – and not necessarily the most senior – look across your total talent pool;

3. Get those most creative people, who may be inactive now, working with us on what 1 and 2 above will look like – urgently!!

Then, grip the change required now – get going on the actions that will make your re-entry the best it can be. Again three examples:

1. Having thought about the most creative and operationally effective people you have, take a team of them out of their normal environment – put them in a safe, dedicated, supported, (virtual) team, working with a clear brief with goals and incentives to operationalise the new phase of work;

2. Separately, take the hard decisions about what is not going to survive in your newly defined world. For the sake of total firm morale, make the landing as considered and supported as possible, with opportunities for redeployment and re-purposing, but don’t duck the obvious and necessary;

3. Be really creative about how to hang onto those you will depend on in the future world. Find ways to keep them actively engaged, outside of those in the ‘future model’ team. For example, give them some paid or part-paid leave or sabbaticals to add value on some future opportunities you might have identified in the above – and let them in on what your plans are.

This is all about getting your sights out of the crisis of today – and raising your spirits around the upsides of what a post-COVID-19 world could look like.

That is an interesting and exciting journey that we would love to join you on.

Alan Hurst, Managing Director at QCG – April 2020