THE ACTION IMPERATIVE

We are starting to see some positive momentum with the development of the COVID-19 vaccines and there is now some glimpse of light (and hope) in what has been a dark tunnel. Even with this optimism, many of us in the corporate world are operating in some form of flux, uncertain about what we should do and what direction we should take. That’s understandable given the increasingly unpredictable and non-linear impact of the pandemic, where new waves of infection stall recovery and trigger extended lockdowns and restrictions. Looking ahead is difficult, particularly if you are wrestling with the prolonged impact on business operations and culture change. Sometimes it feels safer to remain still and wait to see what happens. 

But there is danger in this approach, particularly when business and markets are moving so quickly around us. Establishing a clear line of sight is important because an unimpeded vision and unfiltered perspective helps to steer a path ahead, identify the right opportunities, and equip your business and teams for a new way of working and collaborating while helping to maintain a strong business culture. So how do we clear our lenses and unclutter our view when so much is in the way? 

Observing businesses across many sectors in recent months, a pattern has emerged. Establishing a clear vision is an active process that requires accelerated movement. That’s because as you start moving forward, the goal in the distance comes into sharper view. We still have to trust our strategic compass to set the right direction, but logic suggests that it’s far easier to change direction once we’re moving forward than from a static start.  

This smart, action-based approach is manifest in business that is adapting to new ways of working. This involves redesigning global functions to better meet customer needs, increasing ways of collaborating across geography, rationalising supply chains, and building system improvements to reduce the threats posed by cyber and climatic risk. 

Importantly, accelerated action demonstrates resilience but also a clear sense of business purpose.  

The ‘why’ in all of this is often implicit: action creates momentum and opportunity. Vision statements and plans have a role to play, but we are most often defined by the speed and substance of our actions. This shouldn’t be confused with restructuring or making change for changes’ sake, but a recognition that in uncertain times, a level of certainty and direction is good for business and people. 

Three elements are essential when it comes to acknowledging your opportunity and giving it direction and structure, so your action is aligned to a business strategy or goal.  

Collaborate to create: Internal working groups and processes enable buy-in among your people, partners and customers, and allow for ownership across an organisation. There has never been a more important time to take your people with you. Doing so, establishes acceptance and support from the get-go.  

Communicate exponentially: Communicating action internally and to your immediate business community gives your action visibility and context. The pandemic has shown that your audiences don’t always need a polished EDM or brochure and value substance over form. The frequency of communication reinforces your purpose. 

Iterate intensively: Operating at speed means there will be bumps in the road. Building in processes that allow you to take stock, review and adapt at the outset signals improvement and progress. Sometimes you just have to launch. 

One thing that is certain right now is uncertainty. It has prompted many businesses to act with more purpose and speed than they have in the past to realise a shifting vision or goal. The pharma sector behind the new vaccines is an example of this in action. Where once business was wary of the disruptive impact of change in the absence of a motivation or pressures to do so, the ability to alter course is now a mark of resilience and leadership.