While the year is more than half over, and COVID-19 has thrown plans into disarray, there are still strategic imperatives which might be worth specializing in.
There are glimmers of normalcy returning to the world, with remote working operating fairly well at most corporations, and people around the world regularly rising from lockdown. While you might be most likely still “firefighting” more often than usual, now that we’re more than midway through 2020, it is worth revisiting the key parts of your strategy, directing your efforts towards a few helpful elements, and utilizing the time to redirect your focus from getting through the next 24 hours, to ending the year positioned for development.
Avoid “COVID stasis”
COVID-19 is going to stay with us for a long time, and it is unsure what the ongoing impact will actually be despite dozens of loud voices claiming they’ve the answer. It could be tempting to keep away from any and all long-term planning, standing warily like a baseball right-fielder, watching the skies for that one fly ball that is sure to finally head in your direction. The main danger is that, like that right fielder, you will be standing around while others in and outside your organization are transferring forward with advancing their agendas.
There might well be second waves or different challenges from COVID-19, but remaining in organizational stasis is not the right way to fight this unknown. Rather than avoiding any medium- and long-term planning, revisit and alter your strategy around the following elements:
1. IT resilience and remote work
Many organizations have long had elements of resiliency and remote working capabilities of their strategic plans, and these are often de-prioritized as the year goes on. COVID-19 created a distinctive opportunity to build out these capabilities, and you will have blown the barn doorways off that factor of your strategic planning. For the the rest of the year, think about the way you industrialize these new capabilities, and rationalize the tools you acquired during the initial response. Perhaps you are paying for 4 video conferencing platforms, and it is time to put money into one or two.
2. Rethink your hiring and workforce
The coronavirus shortly redefined how and the place we work, and the whole lot from altering geographic dynamics created by remote work to rethinking inclusion in our workforce is fodder for deep consideration and strategic planning. The good news is that a thoughtful strategy on these fronts would not require big investments or multi-month systems implementations, and it might be a vital differentiator inside your company and industry at massive.
Perhaps your company has used the lowest-cost suppliers for supporting and sustaining its infrastructure and was caught flat-footed when demand spiked. Rather than wanting at your distributors and exterior companions solely through a price lens, think about metrics like responsiveness, abilities, and maybe even creating your personal inner “consulting” staff that gives extremely expert resources on-demand. Creative staffing concepts that after regarded like an pointless price might now be low-cost insurance coverage in an unsure setting.
3. Invest in services
The organizations that responded most successfully to COVID-19 had been those who had been extremely flexible, each organizationally and on their technical platforms. We’ve been speaking about shifting IT from complex, monolithic systems, to discrete services which might be unbiased of the underlying technology for a number of years, but now have a compelling need for the flexibility that this gives. If your company struggled to shortly adapt to a altering business setting, you probably have a strong business case for investing in a transition to microservices, and new integration platforms have made this once-daunting job even simpler.
If you are in the midst of reconfiguring the systems that support a key business process, for instance updating your supply chain software to increase safety stocks, or considerably altering your product mix, search for alternatives to build supporting microservices and different flexible technologies as part of that process.
While it would seem to be a distraction to redirect your strategic efforts as you try to navigate COVID-related uncertainty, merely ready for occasions to drive your organization is not a significantly thoughtful plan. We’re slowly rising from one of the best proof-points for the power of flexible, accessible technology and IT services, and savvy IT leaders will use this not only to reply to the day’s crisis, but to empower and advance their strategic objectives.