After Corona, the core areas of every company need to be reassessed and, if necessary, realigned. How can I restart after Corona? What are growth engines for the future of my organization?
1 – Corporate vision
The Corona crisis has taken away the old images of the future and cleared the way for new visions that were previously thought to be impossible. The entrepreneurs and business owners trying to find answers for questions: What is my future potential? Why does my business exist? How could I embed more purpose into my propositions? The path to a strong vision must lead through one’s own strong emotions. Recognizing these emotions and developing positive images of the future of one’s own organization is becoming the central task for companies in the post-Corona era.
2 – Innovation
The Corona crisis is creating new opportunities and questions. What are the alternative business models that could work in my business? How do I ensure that innovations don’t lose their impact long-term? What sustains a culture of innovation through my business? Innovation is no longer just about creating new products and services. We approach the world with a greater awareness of global connections, driven by the purpose and by thinking about what is the problem we are trying to solve, and the impact we want to make. A new understanding of innovation is emerging that embraces our relationship with the world, society, people and nature. This paves the way for a new, sustainable quality of innovation.
3 – New Work
The Corona crisis has shown how important all individual employees are for companies to successfully navigate through a crisis. A company’s resilience depends centrally on its workforce and the corporate culture that matches it. But each person in the company reacts differently to crises and has different needs and qualities. Today’s most effective organizations are much more adaptive, like living organisms. They work in highly decentralized self-organizing, diverse, and collaborative teams, learning to work at speed with high levels of trust and impact. Transformation is much more than digitalization, it requires the whole organization to reinvent itself, and new corporate culture.
4 – Brand
The Corona crisis has confirmed that meaningfulness and resonance are increasingly important for brands. Brands today are about communities of consumers who share a common aspiration. The brand doesn’t own the community, but it can be an effective and respected enabler of connecting people, not only to buy products, but to share passions. Products and services then follow, as the brand becomes trusted and aligned to the activity which it enables. In the future, it will no longer be enough for brands to reflect social values and trends. Rather, brands must define themselves by actively, authentically, transparently and consistently standing up for these values. According to Corona, good brand communication is always also relationship communication.
5 – New Leadership
Nowadays business leaders face more challenges, more complexity, and more uncertainty than ever. In the post-Corona economy, it will be much less about monitoring the continuation of the operative business than about critically questioning the old corporate culture and introducing New Work concepts into everyday operational life. Key questions for New Leadership are: What is my leadership style in the new world? How should I spend my time, balancing internal and external, short and long-term priorities? How do I have more courage to create the future, for myself and my business?