A constant refrain amongst execs is how handling the Pandemic has collapsed hierarchies and transcended silos. This phenomenon has been attributed variously to everyone working from home and meeting via video calls, where people are made to seem more human, to smaller teams remaining after furloughs. And everyone is talking about how to preserve this wonderful way of working!
Before you eviscerate your teams, though, know that you have been operating as though you are handling an extended Major Incident.
In a Major Incident, you have one focus: to Do something that allows you to continue operating or trading. In this scenario, the focus is on the senior business stakeholders, the people doing the doing, and the people in between who are man-managing or expediting the approvals. Everyone has the same priority, the outcome state is clear, and activity is tactical.
With advice, legislation and public attitudes changing weekly for months on end, this is a Major Incident that has become the status quo. Can we remember a time when we weren't managing this major incident?
Can we remember what all these other people did?
Perhaps running a Major Incident doesn't need sustainability, strategy, planning, prioritization, documentation, evaluation, or reporting on How we did, rather than What we did. Perhaps.
But as you look at your enterprise as it emerges from lockdown, with the adrenalin draining from your system and your box-fresh facemask on, you would do well to remember that JFDI does not make a long-term strategy.
Comments
Post a Comment