Return: A future focus

While leaders are making decisions and enacting priorities to develop appropriate near-term responses to the pandemic, they must also consider what organisational life might look like post-pandemic. Economic recovery will be slow for many, for others a short-term escalation of demand may be diminished (think toilet paper manufacturers and the digital infrastructure sector), some may not survive. Still, for others a raft of new opportunities or alternative ways of operating may become apparent. It is incumbent for all however, to re-examine extant, emerging and possible future risks and opportunities.

"For those sectors (and there are many) that pre-pandemic were experiencing talent shortages may find the labour landscape changed."

This deep and broad reflection may lead to examination and revision of supply chains, contractor arrangements, financing, capability development and product development in line with changed consumer demand. Reflections will focus on talent acquisition and human resources management as people move roles, leave jobs and seek new work.  Individuals will also make decisions about the value of their capabilities to organisations. Those that have been treated as well as can be expected and who have retained trust in and a connection to their employer are more likely to remain loyal. Others may be positioned to take their capabilities elsewhere. For those sectors (and there are many) that pre-pandemic were experiencing talent shortages may find the labour landscape changed.

Organisations seen to be resilient due to supportive cultures and with a promising future may find themselves able to attract talented individuals from those that have not behaved well or have not been able to weather the storm of this pandemic. Being an employer of choice during a forthcoming return to business, for some, may never have been so important. 

"Those charged with decision making must be prepared to scrutinise the fundamentals of yesterdays’ business to re-conceptualise the organisation of tomorrow."

Root and branch revisions of organisations may bring a change to organisational mission. The vision for the future may change, values may be re-imagined or held in greater regard; reinforcing the ‘glue’ that binds culture together.  While these may be thought of as concerns reserved for a later time, leaders must consider the possibilities now. Those charged with decision making must be prepared to scrutinise the fundamentals of yesterdays’ business to re-conceptualise the organisation of tomorrow.

Fundamentally leaders should be asking 'do we have a business? Do we have the same business? How will emerging technologies or structures enable a re-conceived business? How can we leverage better ways of working?

The next installment will examine the next 'R' - Re-imagination.

The first post on 'Resolve' can be viewed here

The second post on 'Resilience' can be viewed here

The original McKinsey article can be found here along with a range of other COVID-19 articles.

Contact me to gain access to the University of Nottingham seminar that examined all the five 'Rs'. [email protected]