Like many of you, I am currently sitting in my home office and using new technologies to keep in touch with customers, receive messages and learn new things. My impression is that this is where opportunities open up – for every individual and the working world of the future.
Have you also noticed that the news in particular trigger a constant rollercoaster of emotions? On the one hand there are heart-warming examples of humanity, of signs of appreciation, of being there for one another. And on the other hand, there are reports that shock you: of elderly people with corona anxiety being ripped off, of the theft of vital disinfectants in hospitals, of car break-ins for the purpose of stealing toilet paper.
Crisis and the human being
So what is this crisis doing to us humans? And where is the balance between good and bad? Like others, I believe that we are seeing 95 percent good and only 5 percent bad here. We seem to have found a new togetherness, even if it is based on “social distancing”. Perhaps distance is a good way to get a new perception of everything and to take a closer look. What do we value in each other? What makes another person so special? What does it really take to make others satisfied, maybe even happy? Is it about wealth and power or about closeness, recognition and support?
What can we learn from the crisis when it is over? We have realized that the most important things in life are health, family, friends and happiness. Money helps in general, but does not really make you happy (anyone who has stood in front of empty shelves with money has noticed that). Solidarity has been understood and lived.
As far as companies are concerned, we now know that Germany can go digital if the infrastructure is right. Many people can work from home at once, conferences can be held virtually without losing contact or the quality of work suffering. It is important not only to preserve these insights, but also to incorporate them into a normalized working day.
Learning from the crisis
As soon as normality can return, it is important to think about how to institutionalize the “new way of working” – through other structures and new interfaces. In addition, new talents and competencies may have emerged during the crisis. These, too, need to be analysed and put to profitable use for all concerned. That is where changes in competence profiles and job descriptions are helpful. Perhaps we will even say goodbye to the classic job descriptions, as we increasingly work in a project-oriented manner. It makes more sense to have individual competence and potential portfolios that are consulted when filling the corresponding positions in projects. Looks like agility? It is. Agile, flexible, fast is now the motto in order to quickly make up for the backlog caused by the Corona crisis, and then to take giant steps towards a successful future.
Would you like to know how you can organise that? I would be happy to support you!