What Happens When You Are Forced to Act?

David Moskal Innovation

I’ve seen the below post floating around social media and while I do find it amusing, there is some interesting truth to it:

Who was responsible for your digital transformation?

  1. Your CIO
  2. A Consultant
  3. Covid-19

At the end of the day, when you must do something—you just get it done.

Many organizations had plans to someday have remote teams and virtual or online client delivery, but it was never urgent enough for them to spend the time to make it happen.

In these past couple months many organizations have been pushed outside their comfort zone and had to rapidly rethink how they work. There was a lot more doing than planning. When you are forced to do something new that you are uncomfortable with, you learn a lot, really fast. As a general statement, you will learn way more by doing and testing than you will learn by planning what you’ll do.

This follows the Plan-Do-Study-Act methodology.

Now let’s fast forward to today. There is a good chance you’ve been working remotely or at least in a new distanced way. There is also a good chance that you are interacting with your various stakeholders in a new way as well.

I’m also going to bet that you are much better at this new way of working now than you were a month ago. You are better at it because you tried something and improved it along the way.

I’ve been chatting with some clients recently and although some aspects of their jobs were hard to adjust at first, there were some surprisingly positive outcomes to this disruption as well. Some parts of their job got easier or more efficient—and in a short period of time!

So, what can we do with information? How can we use what we’ve learned to progress as we return to normal work?

Here is a process for how to do that:

  • Map out your old system into steps
  • Identify where things are good and where things are painful in the system
  • Compare the old system to the way you’ve been working for the last couple months.

Then reflect with your team…

  • What bad parts can we remove from the old system?
  • What good parts can we add in to help us work smarter?

As your organization starts to consider going back to doing things the way they used to do them, stop and reflect. Use your new learnings to make your old system better. If you are up for sharing ideas on this process reach out!

 

-David Moskal