The word “crisis” is being used inflationarily right now, because we are spoiled by years of growth and economic success. And now this: still a pandemic, uncertain supply chains, plus a war-related energy crisis and the climate crisis that can hardly be explained away after a dry summer. Yes, these are more difficult times than five years ago – for people and for the economy. But crisis winners – crisis losers: is that the right question?
Now, I could very well list for you who is benefiting from the above-mentioned crises, who rather belongs on the losing side and what the economic forecasts for Germany look like. But that has already been done by others who are much more competent than I am.
Win or lose: It’s up to you
As a management consultant, it seems much more important to me how companies behave when they supposedly belong to one side or the other. What concepts could help? Should the winners now rest on their laurels or isn’t it more important for them to think carefully about how they can better align their company when they are flying high? In which areas does it make sense to invest? Keywords here could be changed processes, automation and digitalisation, because in a few years the boomers will be retiring and closing this gap is, in my opinion, still an underestimated challenge. Because with the people, companies are not only losing important employees, but also valuable knowledge and experience.
And the supposed losers of the crisis – they in particular could and should become active and put necessary changes on track: What are the medium and long-term prospects for the products or services they offer? Where does it make sense to keep the existing business model? Where would it be important to let the existing know-how flow into other, more promising offers? Where can savings be made in the short term, for example by downsizing space, using resource-saving technologies or – if possible – offering employees the opportunity to work remotely or switch to part-time work?
No future without change
And for all of them: Where can old habits be cut and other structures introduced that make a company and its employees and teams more resilient in crises? What training or support do employees need to emerge stronger from these change processes? Where and which investments are worthwhile so that in a few months you can start again with full power?
Seizing opportunities – it’s that simple!
As you can see, there is no shortage of questions. And many of them are unpleasant and difficult. Overcoming crises requires the courage to change and an honest look at the current situation. A view from the outside can be helpful here. For example, which employees would like to saw off the branch they themselves are sitting on? Which entrepreneurial decisions that felt right just a few months ago should be revised in order to defy the crises?
I would be happy to advise you on this. Through my innovative advisory service, you will receive fast and uncomplicated support, first digitally, then later – if necessary – in person. You can always try out the non-binding and free initial consultation. Perhaps I can already give you valuable impulses for the road ahead. I look forward to hearing from you!