The speed at which technology has encouraged disruption over the last fews years has given us all chance to contemplate the reality of perpetual change, and in business we frequently revel in that lean startup concept - adapt or die.
Certainly, our current predicament accelerates those conditions, with the tremors of events felt instantly all over the world. We find ourselves moving through the epicentre of mass disruption, and life will not be the same when the fog lifts.
Most of us are holed up in isolation, striving to acclimatise to the interruption in routine, seeking to cope with these galling restrictions. My initial reaction was to sit down at the desk and endeavour to make the most of a bad situation. “Never waste a good crisis” was advice someone gave me in the early days of lock down. I planned to read, write and study.
It’s easier said than done though. Despite the extra time at my screen, I’m far less productive than when operating on the move. My mood is up and down, motivation sporadic.
For the moment I suppose, we’re engaged in a collective time killing exercise, happy to do our bit by staying at home to protect lives. Every day that passes is a day closer to more hospital capacity, to a vaccine, to learning something that unlocks a solution, a day closer to the end of this tragic situation.
Lurking in the background is another egg timer however. While every business faces different cash flow challenges or relationships with debt, the reality is, owner or employee, lots of us are running out of money. Regardless of which aspect of the trade we work, at some point soon, we’re going to have to start adapting to these conditions and find new or additional ways to create income.
The dangling carrot of government support, though entirely welcome, and critical to maintaining law and order, has left us in a rather unusual no-man’s land. Without a clear exit strategy it’s unclear how long this scenario will last. This new normal could hold us back a year or two! What then, if anything, should we be doing? Under polite confinement (UK), there isn’t much we can do.
It is too early to identify trends, but now that the initial panic has subsided, it won’t surprise anyone to learn that the first wave of quick-thinking responders are busy pivoting their operations, implementing new remote-first processes and building the kind of digital assets and ecosystems that could influence and prosper when this is all over.
Now more than ever before, we must trade in the attention economy.
Should one choose to participate (I know of plenty who have simply downed tools in favour of meditation and mental wellbeing), it is understandable that we might experience a feeling of overwhelm. The sustained deluge of content brings with it the exhaustion of trying to keep up, and the stressful pressure to create and ship.
Much of what is happening is complex and the agendas driving decision making are multi-faceted. Objectives and strategies are fluid. Yet, whether our primary activity involves physical goods or the provision of services, speed is of the essence. Customer needs are changing, and competitors are also changing to meet those needs.
In speaking with a variety of industry professionals over the last few weeks, the overriding sentiment is one of uncertainty. Nobody has ever been in this situation before and there is no playbook.
This virus is horrific, and quite clearly indiscriminate in its reach. Amidst the madness, dedicating oneself to staying patient, fit and mentally strong is a worthy strategy. There is no shame in proceeding with caution - but, whatever awaits us on the other side, you can bet there is already a queue.