4. How to re-balance in tough times

Dr Mike Florence PhD,MBA ibizflo.com Series Link

It can be difficult for companies to avoid short-term cost cutting when faced with crisis. There can be a ‘fatalistic’ feel that ‘this is it – forever’ and that nothing can be done! Morale can be low with the uncertainty and with no or little work. However, a crisis can also act as a trigger for invention.

This article will look at the opportunities presented by a crisis. To take a step back, using the time that will be available to better connect groups together, better connect to/from customers. Then to streamline processes, identify metrics, clarify roles, exploit IT that will free peoples’ time for innovation based on customer feedback and needs.

These operational activities are expected to be complementary to business development (BD).

A feedback to/from BD and R&D & Operations will bring a better awareness of customer

expectations, needs, frustrations and the potential for R&D ideas. This increased awareness

can then feed into ideas and innovations for excellent customer services and products.

(1) Leadership & Vision (culture & people) was highlighted in the ‘where to start’ article as the

starting point. At a time of crisis Leadership and communication that builds trust is vital.

Transparency, sharing the current situation, the market, competitors, technology changes

together with the associated threats and opportunity. An outline roadmap will engage staff and

give hope and interest. What is the new vision, how will this help, (organisation and individual)

and what are the practical next steps. This should be a two-way conversation with staff bringing

ideas and challenges to the new vision and ways of working. Leadership will emerge, and

should be encouraged, at all levels that will stimulate local ideas and new ways of working.

(2) Vision - customer links and collaboration (culture and people)

In many start-ups and small organisations there is often a sense of urgency and that this is their

company. This attitude can be created in many ways however a great motivator can be a direct

link to and from the customer. A vision that captures this ‘line of sight’ to/from the customer will

help staff understand what the customers’ needs and questions are and help motivate staff

through customer feedback. This vision will show the purpose of the work and the need for

disciples to collaborate. Conversations, ideas and challenges will arise as this vision is

discussed. This is natural and good. Leaders can actively listen, accept ideas and respond to

challenges.

(3) Process and People, Metrics and Learning (process, people & culture)

With the vison in place, and the associated conversations, then the focus can turn to ‘how to

make this work’. Again, bring people together from across all disciples and sites to visualise the

end-to-end process. Where are the customers’ value added, what really needs done by who,

when, where why and how is information communicated and why. This is a highly collaborative

and challenging process that will, at times, be scary and will form relationships and

understanding across and between groups. A new collaborative culture will emerge together

with a real understanding of how the vision will work and what they need to provide exceptional

customer service.

(4) Metrics, Governance and Learning (Culture, Tech., People & Process)

Governance matters for culture. Who makes the decisions, how and when makes a difference

to the feel of freedom and motivation in teams. In some organisations decisions can be

‘corridor’ conversations that maybe ok at start-up but will dis-empower individuals and teams.

To bring people and process together then metrics identified during the process work should be

reviewed by a process owner with cross discipline local owners. Actions can be taken locally

however performance status, conclusions and recommendations are taken to senior

management team. This senior team will have the metrics for the business processes.

Decisions and actions are taken based on the understanding of these metrics (formatted for

variability) and communicated promptly through the regular weekly and monthly team meetings,

dashboards and other standard formats – as part of standard ways of working.

Organisations that emerge strongest after a period of uncertainty will have used these customer

insights together with BD to help re-align their portfolio to the changing customer and

environmental needs and behaviours. Market opportunities can be taken with greater agility

through balanced capabilities that provides an organisation with streamlined processes, team

working and time to incubate innovation that can then be tested with the new customers’

expectations and new customer segments.

The next article will bring 4 articles together with a summary for finding and sustaining your

organisational balance.

For further information or questions please contact:

Dr Mike Florence PhD, MBA

mike.r.florence@gmail.com           www.ibizflo.com