Here we are, a little over a year from the start of the COVID-19 restrictions and shut downs. Businesses, community activities, sporting events and many other in-person happenings are opening back up for the most part. People are getting out and getting back to “normal” as we all look forward to the start of summer.
But there are still many issues in the “new” normal. For example, there are those people who are fully vaccinated and those who are not. Also, many organizations in retail and consumer facing environments are requiring employees to wear masks even if the customers do not. What does all this mean for your organization?
Some employers are requiring their team members to return to the office while others are making it optional. Others have decided that remote work will be permanent going forward for some employees. Not everyone is happy with those options and are looking to change jobs to find something that fits better with where/how they want to work.
One of the biggest challenges right now is global shortages of supply. I won’t even start to catalog the items that are hard to find because the list is very long and widely varied. What happened? Was it a failure of the “just-in-time” supply chain philosophy, the severe cold in the Southern US this spring or something else?
So, we made it through the worst of COVID (variant Delta notwithstanding), but now we have to face a long list of other problems. Here are some thoughts on what businesses might want to do next:
First, adjust to the new reality from human relations perspective. This is certainly not a new concept but the obstacles are different. What plans do you need to address the vaccination issue? Do you have hybrid solutions for customers who still want to interact virtually vs. those who are back in-person? What about employees? Do you need to revisit how you support those who will continue to work remotely vs. those who will come back to the office? How do you avoid losing employees?
Second, we must stay ahead of supply chain shortages with more aggressive inventory management and purchasing. As most of us know, inventory usually the greatest consumer of cash in a business. Be careful that you don’t overbuy to cover supplier delays or you may create a cashflow crisis. How robust are your inventory and purchasing systems and processes? Do you have adequate real-time visibility to what you have vs. what you need? Are you keeping up with lead-time changes on at least a daily basis?
Third, plan for the near-term future just like last year. In the current environment, we need to look out days, weeks and months right now versus years. We still don’t know what things will look like so focus on what you do know and what you can plan for over the next 90-180 days.
In the end, while the situation has improved and yet worsened at the same time, focus on what you can control and plan for tomorrow as best you can.
If you need help with your near-term strategy, contact www.conversion-omics.com to learn how we can help you define, develop and drive solutions for your organization. Click here to book a complimentary phone call to learn more.
Brian Gora | Speaker & Consultant, Conversion-omics
Brian Gora is a former US Army aviation officer, combat veteran, business owner and career Fortune 500 global senior executive. He’s a respected business expert who combines years of military experience and a career in executive leadership to inspire all levels of leaders. Brian’s real-life experience fuels his passion for strategic business and leadership development and has brought his intentional approach to organizations throughout the world. He led large companies and served as a chairperson/board member on multiple international ventures. Brian uses his unique, multi-dimensional global perspective to shape creative and innovative business solutions for organizations of all sizes.
Contact Brian today to start working on your 2021 strategic plan!