‘Resilience and recovery’ are well-known terms, rolled out to deal with adverse events and pursue business continuity through difficult trading periods.
There are many business continuity management techniques out there, and we have chosen to explore some suggestions below linked to the concept of resilience in a bid to boost confidence and share opportunities with like-minded organisations navigating the road to recovery.
Efficient processes and positive mindsets are both critical components on the road to recovery, underpinned by a resistance to interruption and a long-term plan embraced by leaders across the organisation.
Contingency planning is already a recognised technique, but even your contingency plan will need to be a fluid working document if you truly have your finger on the pulse.
The most effective and resilient teams, and therefore organisations, will view interruption as an opportunity to evolve, improve and rise to the challenge.
In the wake of an emergency situation, such as the current global pandemic, long term planning is extremely difficult, not least because its validity and accuracy 12 months down the line are highly unlikely.
With this in mind, focusing on the here and now with a sensible and realistic view of the coming business quarter offers the highest levels of planning precision.
Utilising data, intelligence and opening your eyes and ears to even anecdotal evidence on the ground from sales teams or customer-facing operations will help you to make data driven decisions. These conclusions will in turn help to shape your next steps, routes to market and business decisions to sustain the current operating period and plan for the next.
It is a temptation to observe – to watch and to listen whilst others do the talking, particularly when the correct answer is not so easy to find. Listening and carefully assessing the marketplace is obviously important in any business planning process, however, it is essential to resist the temptation to passively ride the storm.
Instead, advocate transparency and communication – even if you’re not sure of the correct answer, it is better to maintain a dialogue than to say nothing at all.
Improving and sustaining engagement with stakeholders, both internally and externally, is an imperative part of relationship management.
A clear, professional marketing strategy will reinforce your communications efforts, enabling you to talk to target audiences in a credible and relevant tone of voice. Your strategy should sit at the heart of your operations, tied to KPIs and business planning objectives to ensure messaging is aligned to your organisation’s direction of travel.
Don’t underestimate the importance of communication through both positive and negative times. It is rare that saying nothing at all is the best policy – stakeholders value information and updates, even if that update simply and honestly says that you’re working towards a solution. This communication can be the difference between someone feeling engaged or feeling disconnected from your brand.
The delivery of timely communications throughout difficult periods can reach a primed audience , ready to feel reassured and pleased to engage with your business.
Get in touch to speak to the team at Narrative about crisis communications or how to develop your marketing strategy to underpin business planning and continuity.This post was created on 16th September 2020