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The New Normal

Succeeding in a post pandemic world

The New Normal The New Normal

Whether by necessity or opportunity, Covid-19 is driving many of our clients to shape and deliver changes to their organisations previously considered unthinkable, or too great a leap. These articles aim to help you better navigate into the “new normal”, providing you with an actionable perspective on the most important transformation topics for the coming weeks and months.
 
If you would like a conversation with one of our partners or consultants about any of the articles, we’d love to hear from you. You can get in touch with us here

 
Business Strategy

Business Strategy

As we look to a world beyond the pandemic, businesses are considering the changes needed to their medium-term strategies. Leading organisations are already plotting their path towards recovery and a route to growth that is more sustainable during uncertain times. How will your target markets, customer value proposition and operating model change to succeed? How will you test your strategy’s resilience under different macroeconomic scenarios? What are the steps to doing this well, and how do you make a change to your strategy more reliable to implement?

 
Transformation Programmes

Transformation Programmes

Recent events have presented an almost unstoppable tide of changes to which organisations are responding. As a leader of transformational change, what happens to your pre-existing change programmes? Which do you need to stop, which to pause, or which to allow to continue? How do you make these decisions in a structured way, and at speed? Are there new opportunities emerging which will require hitherto unthought of transformation? How do you manage them within the context of a coherent change portfolio? And how do you drive through change effectively across your people, at speed?

 
Technology & Cyber

Technology & Cyber

Delivering mass remote working has been only the tip of the iceberg in technology’s role in Covid-19. It has played a key part in sustaining businesses in the short term whilst ensuring they emerge stronger and more resilient under the new normal. How will you increase efficiency as well as create new capabilities at speed? How can you leverage capabilities such as cloud and agile delivery techniques? How can you leverage your suppliers to drive additional value for BAU and transformation initiatives? How do you continue to protect your landscape from threats?

 
Digital Transformation

Digital Transformation

Covid-19 has seen the importance of digital transformation agendas move from “high” to “critical” for many of our clients. Digital transformation involves topics like big data and analytics, AI and robotic process automation. But more importantly, it requires a different mindset and delivery capabilities that are truly focused on speed and the wants and need of your customer. Recent disruption has forced organisations to deliver increasing amounts of change in this way, with greater success than many imagined might have been possible. How can you do this more frequently and more sustainably? How do you ensure the correct balance of rigour and speed, and how do you embed a digital mindset into how your organisation operates?

 
Operations & Operating Model

Operations & Operating Model

The large and rapid changes to strategy and business plans arising from Covid-19 are likely to come to nothing without rework of your Operating Model – the capabilities, processes, controls, systems, data and organisation required to deliver the strategy. How can you ensure that your operating model is well-defined and aligned to your evolving business strategy? How can you be confident that your operating model will truly enable your business plans to be successful beyond the textbook and in the ‘real world’?

 
Leadership

Leadership

Tough decisions lie ahead for leaders as they manage operational restarts, deal with their people’s challenges and concerns, and take on responsibility for delivering new change. Under this pressure leadership capabilities can be strained, leading to decisions out of character with the culture of your business or at odds with your long-term strategy. Now more than ever, clear and considered leadership is critical. How do you ensure your leadership team and your culture are best supported through this? How do you make space to consider these things whilst also managing the day to day?

 
People and Culture

People and Culture

Whether as a CEO, COO or HR Director, improving your organisation’s effectiveness requires focus on both tangible and intangible elements – they’re interdependent. You might view the coming months as an enormous organisational challenge but also an opportunity to redefine your organisational shape, size and culture. But how do you go about this? Do you involve your people in determining how you change, or do you only communicate once you have your whole story straight? What is the people agenda to be addressed, and who drives it?