Here are a few tactics and questions to start the resilience-debate :
Common mission : A recent HBR article (« To recover from a crisis, retell your company’s story » by Harry Hutson and Martha Johnson) mentions a big role for : «As the organisation segues from « What just happened ?» to «What do we do with what just happened ?» a leader must create a lucid narrative to address confusion and disorientation. A crisis leader must be a storyteller. » What gives strength to combat crisis, is developed confidence around a common mission.
Do you confront comfort? What % of your team’s time goes to questioning your category? How much time is allowed to experimentation? Resilience is also the courage to iterate and start again after the N-th innovation fails. Is it ok to fail? Does your business model embrace technology to make things simpler? If your target’s decision-making is changing, does your funnel take that into account? Do you interact digitally in a way that drives conversions? Allow your team to Blue Ocean your industry? Take the codes of the category & break them. Differentiation is key in a cluttered world. Use other weapons than your direct competitors.
Yes, let's say it again : Keep in touch with users: create online blogs with users & non-users. Ask why they do certain things, why they left your brand? Share prototypes/MVP’s with customers & learn. Probe to stay in sync.
Stop to leap? Do you allow time & budget to “step back”? No, there's never time, it’s not volume-related, it’s not helping the short term. Take a chance to wack your marketing mix, review your media strategy? If data and algorithms can calculate anything, what is the question? Should we add services to loyalize churning 1-off purchases?
These is just a kickstarter for debate. What is your recipe for resilience? Do you consider your organization ready-to-combat-anything? Is your brand Uber-proof?
If so, we'd love to hear what tactics you apply (post your comments below).
Gregory Berleur & Thomas Mees