DELIVERING STRATEGIC BUSINESS TRANSFORMATION & GROWTH 
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DELIVERING STRATEGIC BUSINESS TRANSFORMATION & GROWTH 

PANDEMIC PIVOTING
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PANDEMIC PIVOTING






NO CRISIS SHOULD GO TO WASTE

                                                                                                                  - Winston Churchill



 

LEAD YOUR BUSINESS THROUGH THE PANDEMIC CRISIS
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LEAD YOUR BUSINESS THROUGH THE PANDEMIC CRISIS

A crisis doesn’t imply immunity from performance management. As we seek to understand and react to and learn lessons from the unanticipated twists and turns, the following 12 lessons for responding to unfolding events, communicating, and extracting and applying learnings. 

A crisis doesn’t imply immunity from performance management. As we seek to understand and react to and learn lessons from the unanticipated twists and turns, the following 12 lessons for responding to unfolding events, communicating, and extracting and applying learnings. 

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1. Update intelligence on a daily basis
From communicating updates every 72 hours, or moving to a daily cycle, not only for updating data, but also for reframing your overall perspective. 

 
2. Beware of news cycles
Stay steady to take a more calibrated view, vs, under-reacting to initially overlook weak signals, to overreacting to emerging issues.

 
3. Don’t assume that information creates informedness
Creating and widely sharing a regularly updated summer of facts and implications is invaluable, so that time is not wasted debating facts.
 
4. Consult Multiple Experts and Forecasts
Use iterative, empirical approach to what’s going on and what works.

1. Update intelligence on a daily basis
From communicating updates every 72 hours, or moving to a daily cycle, not only for updating data, but also for reframing your overall perspective. 

 
2. Beware of news cycles
Stay steady to take a more calibrated view, vs, under-reacting to initially overlook weak signals, to overreacting to emerging issues.

 
3. Don’t assume that information creates informedness
Creating and widely sharing a regularly updated summer of facts and implications is invaluable, so that time is not wasted debating facts.
 
4. Consult Multiple Experts and Forecasts
Use iterative, empirical approach to what’s going on and what works.

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5. Constantly Reframe Your Understanding of What’s Happening

A living document, with a time-stamped “best current view” is essential to learn and adapt in a rapidly changing situation. 
 

6. Sidestep Bureaucracy

Multiple layers of review typically are a slow, cumbersome process. Assembling a trusted team to make rapid tactical decisions is critical. Overly managing communications can be damaging.
 

7. Balance Your Response Across These Seven Dimensions:

    1. Communications

    2. Employee needs

    3. Travel

    4. Remote work

    5. Supply-chain stabilization

    6. Business tracking and forecasting

    7. Consider how your business can contribute to the broader solution
  

8. Use Resilience Principles in Developing Policies

The key goal in managing dynamic and unpredictable, changing, and potentially unfavorable events. 

5. Constantly Reframe Your Understanding of What’s Happening

A living document, with a time-stamped “best current view” is essential to learn and adapt in a rapidly changing situation. 
 

6. Sidestep Bureaucracy

Multiple layers of review typically are a slow, cumbersome process. Assembling a trusted team to make rapid tactical decisions is critical. Overly managing communications can be damaging.
 

7. Balance Your Response Across These Seven Dimensions:

    1. Communications

    2. Employee needs

    3. Travel

    4. Remote work

    5. Supply-chain stabilization

    6. Business tracking and forecasting

    7. Consider how your business can contribute to the broader solution
  

8. Use Resilience Principles in Developing Policies

The key goal in managing dynamic and unpredictable, changing, and potentially unfavorable events. 

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9. Readiness Assessments to Prepare Now for the Next Crisis
There is one variable which is most predictive of eventual success – preparation and preemption. Evaluate their business continuity program against a best practice standard and identify where gaps may exist.
 
10. Intellectual Preparation is Not Enough
Scenarios should ideally be backed up by war room gaming to simulate and learn from behaviors under stress.
 
11. Reflect on What You’ve Learned
Rapidly evolving situations expose existing organizational weaknesses, like an inability to make hard decisions or an excessive bias towards consensus, which constitute opportunities for improvement.
 
12. Prepare for a Changed World
Once the urgent part of crisis has been navigated, consider what this crisis changes and what has been learned so you can reflect them in their plans.

*Harvard Business Review, Reeves, 
Lang and Carlsson-Szlezak

9. Readiness Assessments to Prepare Now for the Next Crisis
There is one variable which is most predictive of eventual success – preparation and preemption. Evaluate their business continuity program against a best practice standard and identify where gaps may exist.
 
10. Intellectual Preparation is Not Enough
Scenarios should ideally be backed up by war room gaming to simulate and learn from behaviors under stress.
 
11. Reflect on What You’ve Learned
Rapidly evolving situations expose existing organizational weaknesses, like an inability to make hard decisions or an excessive bias towards consensus, which constitute opportunities for improvement.
 
12. Prepare for a Changed World
Once the urgent part of crisis has been navigated, consider what this crisis changes and what has been learned so you can reflect them in their plans.

*Harvard Business Review, Reeves, 
Lang and Carlsson-Szlezak
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COURSE CORRECTION 
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COURSE CORRECTION 

WHEN YOU SEE A FORK IN THE ROAD,  
TAKE IT.
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WHEN YOU SEE A FORK IN THE ROAD,  
TAKE IT.

In this time of urgency and uncertainty, developing a Pivot Strategy for your business and brand to survive and thrive in the coming months and years ahead is more important than ever.  Here are four pivots companies are making in 2020.

In this time of urgency and uncertainty, developing a Pivot Strategy for your business and brand to survive and thrive in the coming months and years ahead is more important than ever.  Here are four pivots companies are making in 2020.

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1. Cutting Down on Non-Essential Costs
Many companies are leveraging budgets to pause non-essential processes, to cover customer retainment strategies and tactics that they know will still generate revenue such as prioritizing sales and marketing because they drive demand for the rest of the business.
 
Some businesses have also decided to move budget from physical in-person processes into digital or virtual tactics.
 
Focus on strategic decisions about where to invest resources. Specifically, some of the common line items that business leaders say they plan to cut or have already cut include non-essential hiring, processes that don't yield high ROI, physical events, field sales, and team support.

 
2. Re-Budgeting Immediate or Long-term Tactics
Many brands are focusing on online resources, social media tactics, email marketing, virtual events, or digital customer retainment strategies. They are also adjusting their brand messaging to ensure that they are being thoughtful and not coming off as "tone deaf" to their audience.
 
Some are doubling down on marketing and product development activities that will provide an edge in the months after the lockdown period (and the possible 18 months that will follow), which we see as the consensus for when things will return to normality.
 
Marketing programs are short-term focused to maximize pipeline generation potential in the short term. Everything is mapped out in 30, 60 and 90-day priorities.
 
Mitigation initiatives may include activities such a shifting budgeting from fixed costs to variable spending to provide flexibility in times of uncertainty. 
 

1. Cutting Down on Non-Essential Costs
Many companies are leveraging budgets to pause non-essential processes, to cover customer retainment strategies and tactics that they know will still generate revenue such as prioritizing sales and marketing because they drive demand for the rest of the business.
 
Some businesses have also decided to move budget from physical in-person processes into digital or virtual tactics.
 
Focus on strategic decisions about where to invest resources. Specifically, some of the common line items that business leaders say they plan to cut or have already cut include non-essential hiring, processes that don't yield high ROI, physical events, field sales, and team support.

 
2. Re-Budgeting Immediate or Long-term Tactics
Many brands are focusing on online resources, social media tactics, email marketing, virtual events, or digital customer retainment strategies. They are also adjusting their brand messaging to ensure that they are being thoughtful and not coming off as "tone deaf" to their audience.
 
Some are doubling down on marketing and product development activities that will provide an edge in the months after the lockdown period (and the possible 18 months that will follow), which we see as the consensus for when things will return to normality.
 
Marketing programs are short-term focused to maximize pipeline generation potential in the short term. Everything is mapped out in 30, 60 and 90-day priorities.
 
Mitigation initiatives may include activities such a shifting budgeting from fixed costs to variable spending to provide flexibility in times of uncertainty. 
 

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3. Tactics Marketers are Leveraging

3. Tactics Marketers are Leveraging

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Postponing or Virtualizing Events

Postponing or Virtualizing Events

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Creating online resources that’s can be valuable to both current  customers and potential prospects 

Creating online resources that’s can be valuable to both current  customers and potential prospects 

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Time to invest in pivot content to provide better value to customers at this time

Time to invest in pivot content to provide better value to customers at this time

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Quickly rethink your overall messaging and position to adapt to the new landscape

Quickly rethink your overall messaging and position to adapt to the new landscape

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Adjusting marketing messaging 

Adjusting marketing messaging 

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STEP THROUGH NEW DOORS. 
THE MAJORITY OF THE TIME THERE'S SOMETHING
FANTASTIC ON THE OTHER SIDE.
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STEP THROUGH NEW DOORS. 
THE MAJORITY OF THE TIME THERE'S SOMETHING
FANTASTIC ON THE OTHER SIDE.

LUMINOUS BRANDS © 2020

LUMINOUS BRANDS © 2020

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