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Giovanni Giovanni Spatuzzi, Strategic Partnerships and Operations Manager

I follow an insightful website called Transformational Leadership. Recently I received a blog from its founder, Henna Inam, in which she wrote about participating in a call with 90 plus board members of companies from around the world. During the call they were discussing how they are adapting to the Covid-19 pandemic and what kind of future their boards are planning for. Board members identified two scenarios:

Scenario 1: The company will recover back to “pre Covid-19 normal” in 6-12 months.

Scenario 2: A fundamental shift and transformation of the market sector is underway. 

From the discussions, 90% of board members said Scenario 2 is likely. Of the 10% who said Scenario 1 is what they’re planning for, they felt the recovery would take longer.

Henna concluded the blog, stating that “while we yearn for normal… the emerging future will include continued change across almost all sectors.”

With this insight in mind, trustees, directors and management committee members are you prepared or preparing for a new future? Are you fundamentally reviewing your organisation and organisation model? Have you determined what actions to take now or soon, ready for the future? What does the post Covid-19 world mean for your organisation in the medium or long term? Now is the time to find some space and think.

In developing your thoughts, a key question is: does your organisation have a strategy? By strategy, I mean, what is the best route to your organisation’s desirable ends with its available means. This straightforward definition is from Dr Max McKeown, the author of The Strategy Book.

By way of helping you to define your organisation’s strategy, here are five big questions that John Thurlbeck Consultancy recently raised in a blog, to develop a clear plan that allows you to understand the big picture and do something about it.

  1. Where are we?
  2. Where do we want to go?
  3. What do we need to do?
  4. How do we need to do it?
  5. How do we measure progress?

As an essentialist, I always recommend organisations do what they are best at and leave, if possible, the rest to others who are better suited to those activities. However, because there is so much need in our society, organisations have a tendency to add to their activities and try to do more of everything. This generally results in organisations spreading themselves too thin and becoming overwhelmed. So, I would recommend you not only consider what activities to start or change but what activities to stop as well.

As part of this process, involving the people who use your services is at the core of refocusing what your organisation does. In times of significant change, users can help raise issues and support organisations respond to them.

Taking the time now to apply openness and honesty in responding to the questions raised will put your organisation in a better position to navigate changes today and in the future.

To receive advice and guidance on matters raised in this blog from the Connected Voice Support and Development team, please email This email address is being protected from spambots. You need JavaScript enabled to view it.