FEATURE
1 . Test strategy and assumptions rigorously
What the pandemic has given us all is an opportunity to take a fresh look at our businesses and determine how we can start to lead a disruption in our market , based on lessons learned during the pandemic .
Now is not a time to be timid . I have found , maybe you have too , that a year ago companies that rejected strategies for being too disruptive are now finding they have not been disruptive enough . The best strategies are really stretching performance , you can see a big upside and , to some extent , it feels unachievable from your starting point today .
Strategies to deploy include :
• Take a fresh look at your business through the lens of , say , an entrepreneur , board member or an activist investor and ask what they would see as the biggest opportunities ?’
• Explore which market dynamics are specific to the crisis and which ones are permanent fixtures of the future .
• Consider if your team and board are fit for the future – do you have all experiences and perspectives you need around the table to bring about the change needed ?
• Investigate what new or adjacent spaces have emerged to explore . This involves looking beyond the immediate organisation to determine where future growth could come from .
TRANSFORMATIONS TYPICALLY START BY CREATING A SENSE OF URGENCY – IT ’ S WHAT DRIVES THAT INITIAL MOMENTUM NEEDED TO START GALVANISING AND ALIGNING PEOPLE . www . intelligentcxo . com
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