Some of them may have found the right answers – in terms of continuity plans and strategic approaches – while some are still searching for the best ways to use their adaptive capacities and deal with the unpredictable. In this context, there’s one essential issue that every company, whether a start-up or well established tech brand, should have in mind for now and the near future: if you were to perform an organizational diagnosis, how will you capitalize on the stronger areas and how do you plan to reshape the more vulnerable ones - so that you can not only survive, but try to find the opportunities to flourish during this crisis and adapt the post-crisis environment?

As the Covid 19 crisis unfolds, most companies are struggling and facing risks associated with anticipating and preparing the rebound, reinventing their products, services and even business models to adjust to the recession and the post-crisis times.

Simply put, (I hope that) you as well know the lessons you’ve learnt so far from the crisis. In addition to this one, other questions pop up: how diverse and flexible are the crisis response mechanisms in your organization? And how have you adapted the main pillars of your company’s environment – strategy, culture, structure, technology and processes - so as to evolve and be prepared to manage this prolonged downturn?

Technology driven companies are, however, somehow privileged, so make sure you capitalize on this at the right time and with the right people.

Potrivit studiului FMI privind masurile sociale si economice luate de fiecare stat pentru a limita raspandirea virusului SARS Cov2, Romania s-a confruntat, in al doilea trimestru al acestui an, cu o scadere de 10,5% a PIB, comparativ cu aceeasi perioada a anului trecut. Mai multa decat atat, un raport al Comisiei Europene dat publicitatii in urma cu cca patru luni arata ca Romania a pierdut multe dintre avantajele obtinute odata cu gradul de economie emergenta atribuit anul trecut de organismele europene.

De la scaderea consumului pe fondul scaderii veniturilor, industrii grav afectate de criza, reducerea exporturilor pana la deciziile de investitii amanate sau anulate, comportamente puternic influentate de incertitudine, revenirea economica va fi probabil extrem de anevoioasa. Mai ales cand economia romaneasca a fost nevoita, in lipsa unui leadership eficient, sa improvizeze din nou si sa gaseasca mijloace de a gestiona cat de cat responsabil resursele pe care le are.

Piata avocaturii a functionat ca un liant intre mediul privat si autoritatile depasite de situatie, incercand sa descifreze hatisul legislativ care s-a creat si sa sprijine companiile in gasirea unor solutii viabile, ceea ce pare ca a pozitionat-o oarecum privilegiat. Insa contractarea actuala este certa, iar valoarea ar fi, potrivit mai multor reprezentanti ai managementului firmelor de avocatura, undeva intre 10-15%.

Intr-un context dominat de imprevizibil, pentru firmele de avocatura nu au lipsit, obiectiv vorbind, cateva oportunitati, date fiind problemele diverse cu care s-a confruntat mediul de business, printre care:

Legislatia pe alocuri stangace / adoptarea de acte normative cu prevederi scrise in graba, neclare;

Volum destul de crescut de acte normative noi in domenii interdependente;

Lipsa unor precedente de strategii si acte de reglementare precise si coerente;

And unless you’re the “this can’t happen to me” type and have a crisis prevention plan in place, things shouldn’t be rocket science and you may very well keep your organization’s reputation intact or even end up being quoted in some crisis management best practices.
But how about this one, with an magnitude that nobody has actually predicted, which is here to stay longer that we were expecting and has long term effects that may last for the years to come?

When I think of the unpredictability that most organizations face because of the pandemic, I can’t help remembering the theory of the so-called Complex Adaptive Systems (CAS), that I had the chance to deepen during my MBA years: according to CAS, organizations and their leaders can be more effective if they can embrace uncertainty and even become comfortable with chaos and uncertainty.

How can this model be related to the context we experience and what’s the connection with the clear strategy and continuity plan, you might wonder.

Well, these days might be just the perfect, long term “storm” to effectively ride the waves of the uncertain, by cultivating certainty and clear directions in the fundamental strategic areas and fostering uncertainty at other levels. From this perspective, I have identified five long term crisis response elements which might help your organization not only navigate the grey waters of post-pandemic times, but possibly emerge stronger than before.

1. Question your way of doing business: Growth, re-analysis, adaptive mechanisms.
2. Rethink your leadership style: Authoritative / laissez-faire / transformational leader, innovation.
3. Deal with uncertainty realistically: Contextualize, drive, opportunities, clarity.
4. Establish clear goals and priorities: Direction, new paths, back-up.
5. Look for the right mindset: Constant curiosity, guidance, simplicity vs. complexity.

What could be the relation between these four response strategies and the key words for each of them? It is actually an invitation to brainstorming, to the exploration and rethinking of new concepts, ideas, about the opportunities that the uncertain may open.
In the next episode, I will explain my view on each of the five strategic directions, so stay tuned for some details that might turn valuable!

After a ten-year collaboration, Irina and Răzvan decided to join forces to create a communication and business development studio specializing in the B2B field, with particular focus on business law and tech start-ups.

From communication strategy and content marketing to business development and brand management, our team shares the same approach: authentic, honest and straight-to-the-point, offering fresh, business savy insights based on know-how and experience.

Clients in both industries can count on our skills to find the most appropriate way to handle situations under pressure and work with tight deadlines so as to ensure that all projects are being smoothly and successfully managed. Moreover, we have the flexibility to fit any structure and budget to help any B2B brands grow and thrive.