The coronavirus crisis can also be an opportunity

No one knows what else lies ahead for us due to SARS-CoV-2, the official name of the coronavirus. No one knows how long this new virus will continue to affect us. Everyone is hoping for the best. What we do know is this: Every crisis can also be an opportunity for businesses. After all, dealing with uncertainty is increasingly becoming part of everyday life—for every person and organization.

Change management in companies requires a “burning platform” and a “sense of urgency.” That’s common knowledge. In a crisis, both are automatically present. What is crucial is that this focus does not remain a flash in the pan and the energy invested does not go to waste. That is why, in crisis mode, attention should be paid to how the experiences and results can be leveraged for routine operations.

Operationally, experts are naturally under acute pressure to limit the crisis’s impact on their own employees and the business. That is work enough. However, lessons can be gathered in parallel. And after the crisis, it can be assessed which lessons can be used for further changes across the entire company. Many issues that are usually “tough nuts to crack” can be addressed more easily.

The first issue is leaner processes. During a crisis, everything that isn’t absolutely necessary is eliminated. Suddenly, you realize that we don’t need that at all, or that something works much better this way—such as coordination or decision-making. Why not always do it this way, even after the crisis?

Cooperation and cohesion are stronger within the organization. When crises must be overcome, usual concerns and power plays no longer play a role. Once again, the question arises: What’s stopping us from working together in a much simpler way going forward? These opportunities should be formally established as soon as possible after the crisis, for example through joint “Lessons Learned Sessions.”

The autonomy of many managers and employees is being called for. Mutual trust in the ability to overcome challenges together is growing. Why should that mutual trust break down again after the crisis? Managers can very effectively use this momentum to make cross-functional collaboration the new normal within companies.

Addressing these issues can enable companies, all involved managers, and employees to work sustainably toward future shared success. When new challenges arise, they can draw on their shared experiences. “Do you remember back then, the coronavirus? We got through that together, too!”